Stealing Project Management Lessons from Artificial Intelligence

STEALING
PM
LESSONS
FROM
ARTIFICIAL
INTELLIGENCE
Digital
Project
Management
Summit
Aus>n,
October
2014
Meri
Williams,
ChromeRose
@Geek_Manager

hEp://www.flickr.com/photos/kodomut/3667608102/
Meri
Williams,
ChromeRose
@Geek_Manager

Ar>ficial
Intelligence
MY
RESEARCH
Project
Management
Meri
Williams,
ChromeRose
@Geek_Manager

Meri
Williams,
ChromeRose
@Geek_Manager

hEps://www.flickr.com/photos/tbisaacs/4083598572/
Meri
Williams,
ChromeRose
@Geek_Manager

TRADITIONAL
PROJECT
MANAGEMENT
OFTEN
SEEMS
OF
THE
OPINION
THAT
THE
PROCESS
IS
SOUND
AND
ADHERENCE
IS
THE
PROBLEM
Meri
Williams,
ChromeRose
@Geek_Manager

hEps://www.flickr.com/photos/imagesbywesVall/3658162161/
Meri
Williams,
ChromeRose
@Geek_Manager

ROBOTS/AGENTS
HAVE
NO
PROBLEMS
BEING
PATIENT,
LOGICAL
OR
RATIONAL,
AND
CAN
WORK
24/7/365…
…
BUT
IT
STILL
DIDN’T
WORK
Meri
Williams,
ChromeRose
@Geek_Manager

1)
AUTONOMY
(AGENTS)
2)
MASTERY
(MACHINE
LEARNING)
3)
RE-‐CREATION
(MACHINE
INTELLIGENCE)
Meri
Williams,
ChromeRose
@Geek_Manager

FIRST
LET’S
LOOK
AT
AUTONOMY
AND
AGENTS
Meri
Williams,
ChromeRose
@Geek_Manager

ENABLING
AGENTS
TO
MAKE
DECISIONS
AND
ACT
INDEPENDENTLY
BUT
ALWAYS
TOWARDS
A
COMMON
GOAL
LEADS
TO
COMPLEX,
SUCCESSFUL
ACTION
Meri
Williams,
ChromeRose
@Geek_Manager

FOCUS
ON
THE
WHY
(THE
GOAL)
AND
ENABLE
THE
WHAT
AND
THE
HOW
TO
BE
DEFINED
BY
THOSE
DOING
THE
WORK,
AS
MUCH
AS
POSSIBLE
Meri
Williams,
ChromeRose
@Geek_Manager

THIS
IS
WHY
I
LOVE
USER
STORIES
As
a
<type
of
user>,
I
want
to
<do
something>,
So
that
<some
value
is
created>.
(should
fit
on
a
post-‐it)
hEps://www.flickr.com/photos/psd/8591351239/
Meri
Williams,
ChromeRose
@Geek_Manager

CLUE
/
SKILLS
MATRIX
Know what to do
and equipped to
do it
Skills/Knowledge
Direction
Know what to do,
don’t have all the
skills to do it
Got skills, need
direction
Huh? Where are
we? What are we
doing?
Meri
Williams,
ChromeRose
@Geek_Manager

hEp://www.flickr.com/photos/8250578@N06/8625641442/
Meri
Williams,
ChromeRose
@Geek_Manager

hEp://www.flickr.com/photos/provoost/2246718091/
Meri
Williams,
ChromeRose
@Geek_Manager

hEps://www.flickr.com/photos/wonderlane/37531816/
Meri
Williams,
ChromeRose
@Geek_Manager

HUMAN
SKILL
DEVELOPMENT
Unconscious
Incompetent
Conscious
Incompetent
Conscious
Competent
Unconscious
Competent
Meri
Williams,
ChromeRose
@Geek_Manager

HOW
DO
MACHINES
LEARN?
MASTERY
&
MACHINE
INTELLIGENCE
Meri
Williams,
ChromeRose
@Geek_Manager

MACHINE
LEARNING
IS
FASCINATING
• Supervised
(teacher-‐student
model)
• Unsupervised
(learn-‐from-‐data
model)
• Reinforcement
(learn-‐by-‐doing
model)
• Developmental
(learn-‐enough-‐to-‐set-‐
up-‐more-‐learning-‐for-‐yourself
model)
Meri
Williams,
ChromeRose
@Geek_Manager

WE’RE
GOOD
AT
WHAT
WE
PRACTISE,
PROVIDING
WE
CAN
LEARN
FROM
IT
Meri
Williams,
ChromeRose
@Geek_Manager

DELIBERATE
PRACTICE
• You
must
be
mo[vated
to
aEend
to
the
task
and
exert
effort
to
improve
your
performance.
• The
design
of
the
task
should
take
into
account
your
pre-‐exis[ng
knowledge
so
that
the
task
can
be
correctly
understood
a`er
a
brief
period
of
instruc>on.
• You
should
receive
immediate
informa[ve
feedback
and
knowledge
of
results
of
your
performance.
• You
should
repeatedly
perform
the
same
or
similar
tasks.
Meri
Williams,
ChromeRose
@Geek_Manager

MODELS
OF
DELIBERATE
PRACTICE
• Sports
Model
–
analogous
to
condi>oning
• Chess
Model
–
what
did
the
grand
master
do?
• Music
Model
–
chunking
&
mental
rehearsal
Meri
Williams,
ChromeRose
@Geek_Manager

IS
THE
WORK
DESIGNED
IN
A
WAY
THAT
MAKES
IT
EFFECTIVE
DELIBERATE
PRACTICE?
Meri
Williams,
ChromeRose
@Geek_Manager

hEps://www.flickr.com/photos/psd/8451589322/
Meri
Williams,
ChromeRose
@Geek_Manager

hEps://www.flickr.com/photos/psd/8002453131
Meri
Williams,
ChromeRose
@Geek_Manager

AS
AN
ASIDE…
DO
RETROSPECTIVES
DURING
PROJECTS
RATHER
THAN
POST
MORTEMS
AFTER
FOR
A
POST
MORTEM,
FIRST
SOMETHING
HAS
TO
DIE
Meri
Williams,
ChromeRose
@Geek_Manager

3)
RE-‐CREATION
(MACHINE
INTELLIGENCE)
Meri
Williams,
ChromeRose
@Geek_Manager

Across
industries,
across
countries,
the
best
performing
teams
answer
certain
ques>ons
posi>vely
Meri
Williams,
ChromeRose
@Geek_Manager

Predictors
of
High
Performance
1. Do
I
know
what
is
expected
of
me
at
work?
2. Do
I
have
the
materials
&
equipment
I
need
to
do
my
work
right?
3. At
work,
do
I
have
the
opportunity
to
do
what
I
do
best
every
day?
4. In
the
last
7
days,
have
I
received
recogni>on
or
praise
for
good
work?
5. Does
my
supervisor,
or
someone
at
work,
seem
to
care
about
me
as
a
person?
6. Is
there
someone
at
work
who
cares
about
my
development?
7. At
work,
do
my
opinions
seem
to
count?
8. Does
the
mission/purpose
of
my
company
make
me
feel
like
my
work
is
important?
9. Are
my
co-‐workers
commiEed
to
doing
quality
work?
10. Do
I
have
a
best
friend
at
work?
11. In
the
last
6
months,
have
I
talked
with
someone
about
my
development?
12. At
work,
have
I
had
opportuni>es
to
learn
and
grow?
Meri
Williams,
ChromeRose
@Geek_Manager

UNDERSTAND
MOTIVATION
• Purpose
• Autonomy
• Mastery
Meri
Williams,
ChromeRose
@Geek_Manager

MOTIVATION
=
+
PURPOSE
(Do
I
believe
in
WHY?)
+
AUTONOMY
(Do
I
get
a
say
in
WHAT?)
+
MASTERY
(Am
I
proud
of
HOW?)
-‐
ANY
NEGATIVE
FACTORS
THAT
DETRACT
Meri
Williams,
ChromeRose
@Geek_Manager

Predictors
of
High
Performance
(remix)
PURPOSE
• Does
the
mission/purpose
of
my
company
make
me
feel
like
my
work
is
important?
AUTONOMY
• Do
I
know
what
is
expected
of
me
at
work?
• At
work,
do
my
opinions
seem
to
count?
MASTERY
• Do
I
have
the
materials
&
equipment
I
need
to
do
my
work
right?
• At
work,
do
I
have
the
opportunity
to
do
what
I
do
best
every
day?
• Is
there
someone
at
work
who
cares
about
my
development?
• Are
my
co-‐workers
commiEed
to
doing
quality
work?
• In
the
last
6
months,
have
I
talked
with
someone
about
my
development?
• At
work,
have
I
had
opportuni>es
to
learn
and
grow?
Meri
Williams,
ChromeRose
@Geek_Manager

And
What
Else?
OTHER
FACTORS:
• In
the
last
7
days,
have
I
received
recogni>on
or
praise
for
good
work?
• Does
my
supervisor,
or
someone
at
work,
seem
to
care
about
me
as
a
person?
• Do
I
have
a
best
friend
at
work?
ESSENTIALLY,
AM
I
RESPECTED
&
REWARDED
HERE?
CAN
I
BE
MYSELF
AND
SUCCEED
HERE?
I
CALL
THIS
INCLUSION.
Meri
Williams,
ChromeRose
@Geek_Manager

The
Most
Important
Ques>on
Best
predictor
of
recruitment
AND
reten>on?
Someone’s
ability
to
agree
with:
“Someone
like
me
can
be
successful
here”
Meri
Williams,
ChromeRose
@Geek_Manager

Your
job
as
a
project
manager…
CREATE
SPACE
FOR
YOUR
TEAM
TO
BE
THE
BEST
THEY
CAN
BE
Meri
Williams,
ChromeRose
@Geek_Manager

As
a
PM,
Ask
Yourself
• Do
my
team
know
WHY
we
are
doing
this?
• Do
my
team
get
a
say
in
the
WHAT?
In
doing
the
right
thing?
• Do
my
team
get
opportuni>es
to
do
the
thing
right?
And
to
get
beEer
at
the
HOW?
• Do
we
do
a
good
job
of
making
all
our
different
people
feel
included
&
like
they
BELONG
HERE?
(PURPOSE)
(AUTONOMY)
(MASTERY)
(INCLUSION)
Meri
Williams,
ChromeRose
@Geek_Manager

SPACE
TO
BE
AWESOME
=
+
PURPOSE
(Do
I
believe
in
WHY?)
+
AUTONOMY
(Do
I
get
a
say
in
WHAT?)
+
MASTERY
(Am
I
proud
of
HOW?)
+
INCLUSION
(Do
I
BELONG
HERE?)
-‐
ANY
NEGATIVE
FACTORS
THAT
DETRACT
Meri
Williams,
ChromeRose
@Geek_Manager

TO
RECAP:
KEY
LESSONS
WE
CAN
STEAL
FROM
AI
AND
USE
IN
PM
Meri
Williams,
ChromeRose
@Geek_Manager

KEY
LESSONS
1. Autonomy
maEers
(because
change
happens)
2. Communicate
purpose
&
goals
(why
&
what)
3. Let
individuals
define
the
how
(bonus:
mo>va>on!)
4. Help
design
work
as
deliberate
prac>ce
5. Help
teams
assess
&
improve
as
they
go
(retros
>
post
mortems)
6. Awesome
=
purpose
+
autonomy
+
mastery
+
inclusion
Meri
Williams,
ChromeRose
@Geek_Manager

YOU
CAN’T
HOLD
BACK
THE
OCEAN,
BUT
YOU
CAN
LEARN
TO
SURF
hEps://www.flickr.com/photos/colmsurf/144455160/
Meri
Williams,
ChromeRose
@Geek_Manager

EVERY
ROLE
IS
CAPABLE
OF
VIRTUOSITY
Meri
Williams,
ChromeRose
@Geek_Manager

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