Innovative project management presentation under crisis - 16 july 2020
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Three men serving time in an Israeli prison appear before a parole board after completing most of their sentences. The parole board only grants freedom to one prisoner. The prisoners are: Case 1, an Arab Israeli serving 36 months for fraud (heard at 8am); Case 2, a Jewish Israeli serving 12 months for theft (heard at 2:30pm); Case 3, an Arab Israeli serving 32 months for fraud (heard at 4:40pm).
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Innovative project management presentation under crisis - 16 july 2020
- 1. Innovating Project Management during a crisis
- 4. Slido.com #PMUC Please answer the question PMUC
- 10. Brainstorming
- 12. Make time for innovation
- 13. Brain – The Time management “Frenemy”
- 14. Three men serving time in an Israeli prison appear before a parole board. The three prisoners have completed most of their sentence, but the parole board grants freedom to only one of them. Can you guess which one? - Case 1 (heard at 8:00 a.m.): An Arab Israeli serving a 36- month sentence for fraud - Case 2 (heard at 2:30 p.m.): A Jewish Israeli serving a 12- month sentence for theft - Case 3 (heard at 4:40 p.m.): An Arab Israeli serving a 32- month sentence for fraud
- 15. Three men serving time in an Israeli prison appear before a parole board. The three prisoners have completed most of their sentence, but the parole board grants freedom to only one of them. Can you guess which one? - Case 1 (heard at 8:00 a.m.): An Arab Israeli serving a 36- month sentence for fraud - Case 2 (heard at 2:30 p.m.): A Jewish Israeli serving a 12- month sentence for theft - Case 3 (heard at 4:40 p.m.): An Arab Israeli serving a 32- month sentence for fraud
- 17. Multitasking
- 21. Remote teams
- 23. Remote teams
- 24. madhumaltisharma @Workshop4MeWorkshop4MeWorkshop4Me Madhumalti Sharma, PMP Founder and President Workshop4Me a.s.b.l. Simplify coding TEDx Speaker EU Code Week Ambassador Luxembourg EU Robotics National Coordinator Luxembourg
Editor's Notes
- Ref : Gallagher, S. (2015). Time, risk, and innovation: creating space in your day to solve meaningful problems. Paper presented at PMI® Global Congress 2015—EMEA, London, England. Newtown Square, PA: Project Management Institute.
- What has been most challenging for your projects during this crisis? Budget, stakeholders, communication, team, monitoring and control…. ?
- Traditional project management models have focused almost exclusively on delivery of products and services—defined deliverables with clear and measurable execution criteria. In this context, opportunities for innovation generally center on problem solving. For example, when facing a risk that must be avoided or mitigated, a project manager must often generate ideas, which add value (innovate) in order determine an appropriate risk response and contingency plan. Newer project management models, in contrast, focus primarily on the achievement of a result. Scope, schedule, and cost are important, but subservient to the “big picture” results the organization is trying to achieve. For example, a project manager may be asked to manage an initiative to improve customer retention by 10% in eighteen months. In this new model, innovation becomes is more central to the project manager's work. The project manager must actively seek ideas that add value throughout the project life cycle to ensure that the result is achieved.
- In this model, the project manager is part tactician—responsible for executing the scope of work (once decided) in the time frame given—and part strategist, responsible for: Interpreting the business strategy Assessing feasibility of the objective Analyzing the cause of the problem Recommending and/or innovating a solution Formulating a scope of work Progressively elaborating the scope of work Executing the project, monitoring performance along Triple Constraint Ensuring the strategic objectives are met In this model, innovation becomes is more central to the project manager's work. The project manager must actively seek ideas that add value throughout the project life cycle to ensure that the result is achieved. Regardless of the model in which one operates, innovation has become a core competency for project managers.
- So the moral of the story is – what can project managers do to encourage innovation on teams? Give the brain time to think alone – To make the most of a brainstorming session, the brain first needs time to think alone. One way to accomplish this is to provide pre-work for participants prior to the session. A pre-work assignment should first describe the problem that needs to be solved, as simply as possible. It should also identify any non-negotiable constraints. Upon receipt of these guidelines, participants should be given time (either during or prior to the session) to provide answers the following: 1) What are two things you believe the group should know before solving this problem? 2) What are your best two ideas for solving this problem? This allows participants to engage with the problem ahead of time Encourage discussion and dissent.No matter the format, a good brainstorming session will welcome dissenting opinions and discussion. This means that the standard one-hour meeting duration is usually not sufficient for a productive brainstorming session. The facilitator should help set a tone of constructive exploration of ideas, allowing for both depth and breadth of discussion. Consider “brainwriting - encourages a more uniform participation within a group e.g. using 6-3-5 method – 6 people in a group, 3 ideas, 5 mins for each round – pass paper around, no talking. Then sort ideas. Other methods, pool method – divide people into groups of 5-6 max 10. Write problem statement on a sheet of paper and give to each participant. Each person writes it and puts it on the centre of the table. After allotted time say 30 mins, complete and sort using clustering, pin card method etc.
- The brain plays tricks on you and can be not only a friend but an enemy. When it comes to time management, the brain is both our greatest asset and worst liability. Humans are the only species known to be capable of executive functioning—making decisions and strategic trade-offs in time management. While it is a myth that humans only utilize 10% of their brain capacity at any given time, the brain must still be regularly exercised to operate at optimal levels. Otherwise, the difficult but important work of the Slow Brain is overtaken by the Fast Brain's conditioned response ephemera like telephone calls, emails, and minor crises. Let’s look at how :
- Researchers analyzing more than 1,100 such cases over the course of a year discovered a troubling pattern to these decisions—and it wasn't related to the prisoners’ crimes or sentences. On average, judges approved parole in about a third of the cases—but the probability of being paroled early in the morning or directly after a break was nearly seven times greater than late in the day or just prior to a break In essence, the more decisions you make throughout the day, the harder each one becomes for the Slow Brain to process. Eventually, the Fast Brain takes over to conserve energy. In its quest for shortcuts, the Fast Brain either becomes reckless (acting impulsively instead of expending the energy to think through the consequences) or ducks a decision all together
- Use the first hour of the day to plan the day's priorities and make important decisions, before mental fatigue has the opportunity to set in. Employ techniques to accurately predict and plan for the duration of a task. Purposefully incorporate breaks to reset the clock on decision fatigue. Incorporate tools for minimizing distractions so the brain can remain as single-threaded as possible. Balance “best practice” with the reality of a project manager's day—maintaining her ability to stay available to the team, accessible to stakeholders, and adaptable to the day's demands. The following are some tools and techniques that can be taken alone—or in combination—to achieve the above objectives:
- Talking about this crisis is not complete without touching upon the human aspect that has affected our projects. Like we say communication is the key to successful projects. We had this added dimension of remote teams, in many instances where previously it has not been so.
- Slido - How has working with remote teams been for your project?
- Document, document, document – Sharepoint, Google Docs, Dropbox – whatever tool Brief, clear communication – create rules, timings, norms – methods preferred for contact – Chat or video or phone – several different technology options – Teams, Zoom, Email Get personal - Coffee chats and team retreats – Zoom, Second Life, in Game – remote social interaction e.g. leave some time in the meetings to do that as in person Experiment with the tools that work best – Zoom works better than Teams OR phone works better than email…whatever is best and tailored for each team, if you are working on multiple project teams Give and ask for immediate feedback – Celebrate