The document discusses a startup model for project management in high uncertainty contexts, emphasizing the challenges of planning innovation projects. It highlights the importance of adaptability and managing paradoxes in planning to enhance project outcomes and performance. Key insights include the need for effective team behavior, risk anticipation, and balancing various project variables.

1. 1
Startup Model of an innovation project: The
planning limitation in high uncertainty context
September 23rd, 2018
Mondher KHANFIR
mondher.khanfir@gmail.com
PMI Tunisia Chapter Annual Event 2018
copyright2018@Mondher.Khanfir

2. 2START-UP CORPORATE SOCIAL BUSINESS
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BARAC (CyberSecurity)
MAGHREB ENTREPRISE
(MEDI)
Mondher Khanfir
https://www.linkedin.com/in/mondherkhanfir/
Serial Entrepreneur, Mentor, Author, Policy Advisor & Impact Investor
MAAP (PR COMPANY)
CAPITALEASE (SEED FUND)
VERTICAL TRADE (e-BUSINESS)
LE NARGUILE BLEU
(e-COMMERCE)
LES ROSEAUX SAUVAGES
(e-COMMERCE)
COLOMBUS (CONSULT. & GOV. ADVISORY)
ATUGE +Club Entrepreneurs
WIKI START UP (INCUBATION)
TAYP (Tunisia Chapter)
THE LEVEL ONE (Co-Work & Fablab)
MKC GROUP (BUSINESS
CONSULTING)
TUNISIA AFRICA BUSINESS COUNCIL
Forum pour une Nouvelle
République
MKC (SUPPLY CHAIN CONSULTING)
METALCHIMIE
(CHEMICALS INDUSTRY)
CARTHAGE BUSINESS
ANGELS
CONVERGENCE INTL (Big Data) ARTS & METIERS Accélération
M2M
BOBLI

3. 3
Agenda
1. Introduction of the Startup model of a project
management
2. The ultimate purpose of project planning
3. Planning an innovation project: The Dilemma of
the planner
4. How paradoxes can kill your planning: A study
case
5. Conclusion

4. 4
1- Introduction of the Startup model of a project
management

5. 5
What was the first project of Humankind ?

6. 6
The mammoth hunting

7. 7
What’s a project result?
What do we need to plan projects?
What’s a successful project ?
What’s a failed project ?
Consultant perspective
Startuper perspective

8. 8
To which extent could you engage
successfully in a project, without having a
body of knowledge?

9. 9
Project lifecycle
Result
engagement
induction
contribution
acheivements
Actors
Tasks
Understanding
Preparing and Training
Planning and rules definition
Building synergy
Time
Executing the plan
Extracting value
Work with the group
Working for the group
Solution
dissolution

10. 10
Humankind evolution
Does man evolves because he is changing….
Or does he change because he evolves?
Tools producer
Machinery producer
Energy producer
Gene producer

11. 11
The Startup Model

12. 12
2- The ultimate purpose of project planning

13. 13
The ultimate purpose of project planning
1-Dealing with uncertainty

14. 14
The ultimate purpose of project planning
2- Dealing with change

15. 15
The ultimate purpose of project planning
3- Dealing with conflict

16. 16
Project variables
Result
Cost Time
Scope of work
Variables are interdependant
risk

17. 17
Project variables of variables
Result
Intuition Chance
Scope of efforts
Variables of variables are independant
Knowledge

18. 18
3- Planning an innovation project: The
Dilemma of the planner

19. 19
Different approaches for project
planning
Méthode « Aventure »
Méthode prédictive
Méthode adaptative

20. 20
Adventure way

21. 21
Predictive way
Cascade pattern
Cycle en V

22. 22
Adaptative way
Main characteristics:
• Integrates the quality dimension
(customer satisfaction)
• Take into account changes
• Short and iterative cycles
• Tests and validations at all
stages
• Gives power to the project team

23. 23
Predictive / Adaptative way
• The paradigm of the predictive
method is predictability
• The paradigm of the adaptive
method is adaptability
• These two methods are at varying
degrees on a scale ranging from the
most "predictive" to the most
"adaptive".

24. 24
Project performance perspective
Outcomes Scope Investment
Cost Driven
Time driven

25. 25
Technological
challenge
Cette photo par Auteur inconnu est soumis à la licence CC BY-NC

26. 26
Economical
challenge

27. 27
Societal
challenge

28. 28
The dilemma of the project planner
✓ Time Driven v/s Cost Driven
✓ Performance v/s compliance
✓ Planned tasks v/s executed tasks

29. 29
4- How paradoxes can kill your planning:
A case study

30. 30
What’s a paradox?
• a statement or proposition that seems self-
contradictory or absurd but in reality expresses a possible
truth.
• a self-contradictory and false proposition.
• any person, thing, or situation exhibiting an apparently con
tradictory nature.
Source: www.dictionary.com

31. 31
• Contributors to Wasted Protection
– Student Syndrome (“Wait until the last moment and cram”)
– Work released too early (“Resource already in use”; diffused focus)
– Bad Multi-tasking (“Suspend and Set-up” for each task attempt)
– Unreported early finishes (“I fought hard to get this time . .”)
– Parkinson’s Law (“Work expands . . . . to fill time available”)
Inefficiencies are built into our Schedules
The safety time is often wasted

32. 32
Inefficiencies are built into our schedules

33. 33
Project resources usually have to work on more than one task concurrently.
Inefficiencies are built into our schedules

34. 34
Schedule Syndrome
“Work expands so as to fill the time available for its completion”
Parkinson's Law
Prof. Cyril Northcote Parkinson
Inefficiencies are built into our schedules

35. 35
Inefficiencies are built into our schedules

36. 36
Inefficiencies are built into our schedules

37. 37
5- Conclusion

38. 38
Project performance relies mainly on project
team behavior and knowledge capitalization

39. 39
Building and connecting capacities

40. 40
Anticipating Risk
Analysing problems
Implementing solution
Technical capacity

41. 41
Anticipating resistance to change / fears
Building confidence
Enabling cooperation
Tactical capacity

42. 42
Anticipating failure
Managing paradoxes
Promoting long term / general interest
Political capacity

43. 43
The hidden question
What to do to succeed?
What to avoid to do, to not fail ?

44. 44
Thank you for your time and
attention !
https://www.linkedin.com/in/mondherkhanfir/
copyright2018@Mondher.Khanfir