Dealers in hope - project leadership in 2017
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Benedict Pinches' presentation to the YNL branch on 7 September 2017 at the Leopold Hotel in Sheffield
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Dealers in hope - project leadership in 2017
- 1. Oxford Major Programmes Ltd. Dealers in Hope – Project Leadership in 2017 07/09/17 Benedict Pinches
- 3. Three Giant Forces Technology The Market Mother Nature Thomas L Friedman, Thank You For Being Late, 2016
- 5. Bureaucracy Post-Bureaucracy Consensus through acquiescence to authority Consensus through institutionalized dialogue Influence based on formal position Influence through persuasion/personal qualities Internal trust immaterial High need for internal trust Emphasis on rules and regulations Emphasis on organisational mission Information monopolised at top of hierarchy Strategic information shared in organisation Focus on rules for conduct Focus on principles guiding action Fixed (and clear) decision making processes Fluid/flexible decision making processes Network of specialised functional relationships Communal spirit/friendship groupings Hierarchical appraisal Open and visible peer review processes Definite and impermeable boundaries Open and permeable boundaries Objective rules to ensure equity of treatment Broad public standards of performance Expectation of constancy Expectation of change Damian Hodgson, Comparison of Bureaucratic and Post-Bureaucratic Organisations, 2004
- 6. What about project management? The Iron Triangle Earned Value Configuration Management Value Engineering Precedence Scheduling Resource Allocation Peter Morris, The Management of Projects, 1994. Jon Whitty, Agile is not the End Game, 2013
- 7. Waves of Innovation Water power Steam power Electricity + internal combustion engine Electronics aviation space Internet Sustainability Mobile Data Innovation 1785 1845 1900 1950 1990 2010 Industrial Revolution Classical Management Project Management ??? Management 2017 adapted from K Hargroves, M Smith, The Natural Advantage of Nations, 2005
- 8. Fayol Five Management Functions Coordinate Plan Organise Command Control Henri Fayol, General and Industrial Management, 1916
- 9. Systems / Contingency Thinking ©Mark Winter, Manchester Business School Q S T S O A Q S T S O A S Principle 3 Principle 4 Principle 2 Question What is/are? Situation (uncertain) N cycles of inquiry and action Suggest What might be? est What could be? T Toolkit Action (experimental) Principle 1 Oversee the process 2. Ask questions to learn (what is/are?) 3. Suggest relevant ideas (what might be?) 4. Test the ideas (what could be?) 1. Oversee the process (plan, monitor etc) 5. Decide on the action (what should be?) Principle 5 PRISM® Methodology Examples - problem solved - product launched - service improved - changes made - trial conducted - pilot study done - situation improved - etc 5 Guiding Principles Meetings, workshops, interviews, informal discussions, email, social networking, questionnaires, observation etc Example Methods Methodology = guiding principles not a prescriptive step-by-step technique
- 10. Project Management is… Art Science Craft Project Management Henry Mintzberg, Managing, 2009
- 11. Not ‘Soft’ but ‘Real’ Adaptability Consistency Resilience Hunger to learn Compassion Empathy Competitiveness Passion for customer service Emotional intelligence Endurance Enthusiasm Ethical Etiquette Friendliness BalanceDiplomacyMotivation Self awareness Self confidence Humour Strategic thinker Tolerance Focus Decisive Diligent EntrepreneurialFacilitation Goal-setting Innovative Listening Tasteful Creative Critical thinking Acceptance MentoringGood judgement Charisma Influence Inspiring Negotiation Presentation Persuasion Story telling Seth Goldin, Medium, 2017
- 12. PM ‘profession’ Patrick Weaver, The Origins of Modern Project Management, 2007
- 14. Vision, Team and Culture
- 15. Benedict Pinches Founder and Director Oxford Major Programmes Phone: +44 (0) 7956 677 483 Email: ben.pinches@oxmp.co Twitter: @oxmp Web: www.oxmp.co Facebook: http://on.fb.me/PzavIu