This document discusses the evolution of industry and organizations, and how project management must adapt. It covers how industry has transformed through different industrial revolutions driven by new technologies. Organizations now have shorter lifespans, and those that can adapt through agility are more successful. The document then discusses how project management frameworks are evolving from traditional to agile approaches to enable adaptability. It provides an overview of agile practices and how organizations can implement transformations. Finally, it discusses the skills needed for next generation project leadership, including adapting leadership styles to different contexts.

1. Dr. Kaali Dass, PMP, PhD
July 19th 2018
Next Generation Project Management
Evolving, Transforming, and Adapting to Industry

2. Agenda
Evolution & Transformation: Industry
& Organizations
Project Management: Evolving
Frameworks
Next Gen Project Leadership
Q & A
Adapting Agile Practices

3. Industry

4. Industry 4.0
Division of Labor
Electricity
Mass production
1870
Electronics,
Information Technology,
Automated Production
1969
Cyber-Physical
Systems
2016
Steam, Water,
Mechanical
production
equipment
1784
Source: https://www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-means-and-how-to-respond
86
Years
99
Years
47
Years

5. Sources: https://www.technologyreview.com/s/607831/nvidia-ceo-software-is-eating-the-world-but-ai-is-going-to-eat-software/
https://rachelbotsman.com
Industry Transformation
Software Is Eating the World, but AI Is Going to Eat
Software
- Nvidia CEO, Jensen Huang
Currency Of New Economy Is Trust
- Rachel Botsman, Author, Professional Speaker

6. Source: https://www.innosight.com/insight/corporate-longevity-turbulence-ahead-for-large-organizations/
http://www.aei.org/publication/fortune-500-firms-1955-v-2016-only-12-remain-thanks-to-the-creative-destruction-that-fuels-economic-prosperity/
Only 12% of the Fortune 500 companies in 1955 were still on the list 61 years
later in 2016, and more than 88% of the companies from 1955 have either gone
bankrupt, merged with (or were acquired by) another firm, or they still exist but
have fallen from the top Fortune 500 companies (ranked by total revenues)
Only 12% of the Fortune 500 companies in 1955 were still on the list 61 years
later in 2016, and more than 88% of the companies from 1955 have either gone
bankrupt, merged with (or were acquired by) another firm, or they still exist but
have fallen from the top Fortune 500 companies (ranked by total revenues)
Fortune 500 & S&P 500 Companies
The average tenure: 33 years in 1965, 20 years in 1990, 14 years by 2026
About half of the S&P 500 will be replaced over the next 10 years
The average tenure: 33 years in 1965, 20 years in 1990, 14 years by 2026
About half of the S&P 500 will be replaced over the next 10 years

7. Organization

8. Agility
Ref: https://www.mckinsey.com/business-functions/organization/our-insights/agility-it-rhymes-with-stability
Stable
Resilient, reliable, and
efficient
Stable
Resilient, reliable, and
efficient
Dynamic
Fast, Nimble, and Adaptive
Dynamic
Fast, Nimble, and Adaptive
Ability of an organization to renew itself, adapt, change quickly, and succeed in
a rapidly changing, ambiguous, turbulent environment

9. Organization’s agility level helps determine the success rate
of its projects in today’s complex and disruptive global
marketplace
Organizations with higher agility reported more projects
successfully meeting original goals and business intent —
whether they use hybrid (72 percent), predictive (71 percent)
and agile (68 percent) approaches
Agility and Project Success
Ref:PMI Pulse of the Profession: 2017

10. Change
Radical and significant change in Operations, shift in culture and
people's behavior and mindsets to implement the transformation
successfully and sustain it over time
Transformational Programs
Ref: The Change Leader's Roadmap by Linda Ackerman Anderson; Dean Anderson; Daryl R. Conner
https://www.forbes.com/sites/danielnewman/2016/08/30/top-10-trends-for-digital-transformation-in-2017/#168b93b047a5
Agile TransformationAgile Transformation
Cloud Native
Transformation
Cloud Native
Transformation
Continuous
Improvement
Continuous Security &
Quality, etc
Continuous
Improvement
Continuous Security &
Quality, etc
Robots / IOT (Internet of
Things) / AI / Analytics
Robots / IOT (Internet of
Things) / AI / Analytics
DigitalizationDigitalization

11. Vision, Mission, Goals, Objectives
Source:
Lewis, J. P. (2007).Fundamentals of Project Management (pp. 44-55). American Management Association International.
Tibergien, M. (2013). Vision, Mission, Goals, Objectives. Investment Advisor, 33(9), 59-60.
What you do &
for Whom /
How do we get
there
Mission
Achieve Goals
Achieve the
Mission
Core Values
What your
business want
to become?
Vision
Goals
Strategic
Objectives

12. Organization Strategy
Source: Michael E. Porter, Competitive Strategy
Rapid
Technology
Changes
Innovation in
Marketplace
Customer
Awareness
Globalization
Industry
Rivalry
New Entrants
Customers
Suppliers
Substitute
Products

13. Strategy Implementation: Programs & Projects
Source: Project Management by Eric W. Larson and Clifford F Gray
Portfolio, Programs, Projects
Mission
SWOT Analysis
Strategic Objectives
Strategic Choices
Strategic Priorities: Portfolio
Strategic
Alignment

14. Project
Management

15. Project Management Process & Knowledge
Areas
InitiationInitiation PlanningPlanning ExecutionExecution
Monitoring
and
Controlling
Monitoring
and
Controlling
ClosingClosing
Resource
Management
Resource
Management
Quality
Management
Quality
Management
Procurement
Management
Procurement
Management
Risk
Management
Risk
Management
Communications
Management
Communications
Management
Cost
Management
Cost
Management
Schedule
Management
Schedule
Management
Scope
Management
Scope
Management
Stakeholder
Engagement
Stakeholder
Engagement
Integration
Management
Integration
Management
Reference: PMBOK Guide 5th & 6th Edition
Outcome
/ Value
Track how projects help the organization achieve its larger strategic goals in the form of benefits, tangible and
intangible!

16. Agile Delivery Frameworks and PMBOK Guide
ScrumScrum
KanbanKanban ScrumbanScrumban WaterfallWaterfall DSDMDSDM
XPXP
CrystalCrystal FDDFDD SAFeSAFe
Foundation: PMI Concepts & Knowledge Areas

17. Execution Methods
Release
Features
A + B + C
Release
Features
A + B + C
Test
Features
A + B + C
Test
Features
A + B + C
Build
Features
A + B + C
Build
Features
A + B + C
Design
Features
A + B + C
Design
Features
A + B + C
Plan
Features
A + B + C
Plan
Features
A + B + C
WaterfallWaterfallAgileAgile
Plan
Design
Build
Test
Working Product
Feature AFeature A
Plan
Design
Build
Test
Working Product
Feature BFeature B
Plan
Design
Build
Test
Working Product
Feature CFeature C
Many Months to see Value
Incremental Value for Every 2-3 Weeks

18. Agile Projects & Programs: Integration &
Alignment
Scrum 1Scrum 1 Scrum 4Scrum 4Scrum 2Scrum 2 Scrum 3Scrum 3 Scrum 5Scrum 5 Scrum 6Scrum 6
Scrum 1 Scrum 5
Scrum 2
Scrum 3
Scrum 4 Scrum 6
Scrum of Scrums
Continuous Integration
Continuous Delivery
Incrementally delivering Programs Goals & Objectives
Scrum of Scrums
Continuous Integration
Continuous Delivery
Incrementally delivering Programs Goals & Objectives

19. Agile Practices - Statistics
Source: https://www.versionone.com/about/press-releases/versionone-releases-11th-annual-state-of-agile-report/
20172016

20. Champions Choose the
Best Suited Approach
As organizations strive to be more nimble
and respond faster, they recognize there is
no ‘one size fits all’ approach to delivering
successful projects
PMI President and CEO Mark A. Langley
Ref: PMI Pulse of the Profession 2018
Champions: Organizations with 80% or more of projects being completed on time, on budget,
meeting business intent, and having high benefits realization maturity
43%
30%
23%
4%
Average Percentage of Projects Using
Predictive
Agile
Hybrid
Other

21. Home Construction
Architecture & Design – Agile
Construction – Waterfall & Lean
Practices
Image Copyright: Creative Commons

22. Clinical Research
Protocol Design, Configuration,
Setups – Agile
Phase I, II, III, NDA - Waterfall
Image Copyright: Creative Commons

23. Image Copyright: Creative Commons
Mobile UI Design &
Development
Agile

24. Adopting Agile
Practices

25. Agile Practices
Source: PMI Agile Practice Guide
 Less time to define and agree on scope
 Short Cycles, Iterative Scheduling, pull based
scheduling
 High-level costs and adjusted continually
 Less time to define and agree on scope
 Short Cycles, Iterative Scheduling, pull based
scheduling
 High-level costs and adjusted continually
Schedule,
Cost, Scope
Management

26. Agile Practices
Source: PMI Agile Practice Guide
 Active Engagement with stakeholders
 Direct engagement with product owners
 Build trust
 Managing risks continually with incremental
focus
 Active Engagement with stakeholders
 Direct engagement with product owners
 Build trust
 Managing risks continually with incremental
focus
Stakeholder
Management

27. Agile Practices
Source: PMI Agile Practice Guide
 Co-locating teams as much as possible to
increase communication
 Frequent team check points
 Project artifacts are shared
 Transparency
 Co-locating teams as much as possible to
increase communication
 Frequent team check points
 Project artifacts are shared
 Transparency
Communication
Management

28. Agile Practices
Source: PMI Agile Practice Guide
 Common Standards & Best Practices
 Frequent quality checks
 Quality Improvement Process
 Retrospectives
 Continuous Improvement
 DevOps and Automation
 Common Standards & Best Practices
 Frequent quality checks
 Quality Improvement Process
 Retrospectives
 Continuous Improvement
 DevOps and Automation
Quality
Management

29. Agile Practices
Source: PMI Agile Practice Guide
 Specialization to Generalized
 Self-Organizing teams
 Collaborative team members
 Flexible work assignments
 Specialization to Generalized
 Self-Organizing teams
 Collaborative team members
 Flexible work assignments
Resource
Management

30. Agile Practices
Source: PMI Agile Practice Guide
 Frequent review of risks with cross-functional
teams
 Risk identification, analysis, and managed for
each iteration
 Frequent review of risks with cross-functional
teams
 Risk identification, analysis, and managed for
each iteration
Risk
Management

31. Agile Practices
Source: PMI Agile Practice Guide
 Shared risk between buyer and seller
 Master Service Agreement with adaptive work
called in the supplement
 Shared risk between buyer and seller
 Master Service Agreement with adaptive work
called in the supplement
Procurement
Management

32. Next Gen Project
Leadership

33. PMI Talent Triangle
Requirements Gathering
Techniques
Project Controls and
Scheduling
Risk Management
Scope Management
Agile Tools and
Techniques
Requirements Gathering
Techniques
Project Controls and
Scheduling
Risk Management
Scope Management
Agile Tools and
Techniques
Communication
Team Building
Negotiation
Influencing
Conflict Management
Problem solving
Emotional Intelligence
Motivation
Communication
Team Building
Negotiation
Influencing
Conflict Management
Problem solving
Emotional Intelligence
Motivation
Strategic Planning/Alignment
Contract Management
Finance/Budgeting
Business Acumen
Operational Functions

34. Broaden your
Skills… Learn New
Ways…
Generic to Specialized
Project goals vs Customer
Goals
Completion vs Outcomes
and Value
Strategic Alignment
Ref: pmi.org

35. Ref: Engelen, A., Flatten, T. C., Thalmann, J., & Brettel, M. (2014). The Effect of Organizational Culture on Entrepreneurial Orientation: A Comparison between Germany and
Thailand. Journal Of Small Business Management.
Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, by: Kim S. Cameron; Robert E. Quinn
Flynn, S. I. (2017). Authoritarian, Democratic, & Laissez-Faire Leadership. Authoritarian, Democratic & Laissez-Faire Leadership -- Research Starters Sociology, 1-6
Greenleaf Center for Servant Leadership. https://greenleaf.org/about-us/.
Authoritative
Unilateral rule-making, task-assignment, and problem
solving. Followers include adhering to the leader's
instructions without question
Authoritative
Unilateral rule-making, task-assignment, and problem
solving. Followers include adhering to the leader's
instructions without question
Democratic / Participative
Collective decision making, Active member involvement,
Offer choices and support. gain authority through
accountability
Democratic / Participative
Collective decision making, Active member involvement,
Offer choices and support. gain authority through
accountability
Laissez-faire
Make no policies or group-related decisions. Group
members are responsible for goals, decisions, and
problem solving
Laissez-faire
Make no policies or group-related decisions. Group
members are responsible for goals, decisions, and
problem solving
Other Leadership Styles
Bass's Transformational, Transactional, & LaissezFaire
Trait theories of leadership.
Other Leadership Styles
Bass's Transformational, Transactional, & LaissezFaire
Trait theories of leadership.
Servant Leadership
Servant leadership emphasizes the needs of others
Servant Leadership
Servant leadership emphasizes the needs of others
LeadershipCulture
Clan / Collaborate
Extended Family
Loyalty and Tradition,
High Cohesion and Morale
Clan / Collaborate
Extended Family
Loyalty and Tradition,
High Cohesion and Morale
Adhocracy /Create
Entrepreneurial place
Take Risks, Innovation, Growth
Adhocracy /Create
Entrepreneurial place
Take Risks, Innovation, Growth
Hierarchy / Control
Formalized Structure,
Governance, Formal Rules, Stability
Hierarchy / Control
Formalized Structure,
Governance, Formal Rules, Stability
Market /Compete
Getting Job Done, Meeting Goals, Competitive
Market /Compete
Getting Job Done, Meeting Goals, Competitive

36. Aware and Adapt to your changing Business Environment,
Organization Culture, and Project Environment
Align with your Organization Strategy
Focus on Outcomes and Value
Choose Right Project Management Approach (Predictive,
Agile, Hybrid)
You’re the Leader to Drive your Project to Success
Key Takeaways

37. Questions?
kdass@cisco.com
https://www.linkedin.com/in/kaalidass