Strategy to Action: The Power of HSD Session 2: HSD and Project Management Glenda H. Eoyang, Ph.D. geoyang@hsdinstitute.org geoyang@hsdinstitute.org.

Strategy to Action:Strategy to Action:The Power of HSDThe Power of HSD

Session 2: HSD and Project ManagementSession 2: HSD and Project Management

Glenda H. Eoyang, Ph.D.

geoyang@hsdinstitute.org

© 2008. HSD Institute. 2

Why HSD?Why HSD?

Are you frustrated with the speed and unpredictability of change?

Do you have difficulty explaining your reliable intuitions?

Are you unsatisfied with your current approaches?

Are you curious about chaos and complexity in business?

© 2008. HSD Institute. 3

HSD AssumesHSD Assumes

Fitness is the foundation of success. Dialogue is only the beginning. Individual transformation is not enough. Prediction is sometimes impossible, and

control is expensive. Valuable insights are TRUE and USEFUL. Possible futures are locked into today’s

patterns. Answers have short shelf-life, but good

questions serve forever.

© 2008. HSD Institute. 4

Series GoalSeries Goal

Use methods and tools of human systems dynamics to move from

strategy to action as you:

Manage projectsPlan for change

Train and develop capacity

Manage performance

Communicate

Lead virtual teams

© 2008. HSD Institute. 5

Series OverviewSeries Overview

Introduction to HSD July 9

HSD & Project Management July 16

HSD & Performance Management August 6

HSD & Planning for Change September 10

HSD & Communications October 8

HSD & Training and Development November 5

HSD & Virtual Teams December 10

© 2008. HSD Institute. 6

Your Guide . . . Your Guide . . . Glenda EoyangGlenda Eoyang

Glenda H. Eoyang, Ph.D.Glenda H. Eoyang, Ph.D.geoyang@hsdinstitute.orggeoyang@hsdinstitute.org

Began managing projects in 1981

Learned many lessons: Surprise shouldn’t be surprising. More time >> less certainty More players >> less certainty Larger scope >> less certainty More interdependency >> less

certainty More precision >> less certainty

© 2008. HSD Institute. 7

Today we will . . . Today we will . . .

Explore the challenges of traditional project management.

Recognize the diverse dynamics of projects.

Explore ways to influence the dynamics of projects.

See how Adaptive Action and the Decision Map influence project management.

© 2008. HSD Institute. 8

What are your project What are your project management challenges?management challenges?

People have other agendas. Scope of project is too large/small. Resources aren’t available. Expectations/requirements change. Other projects compete. Leadership support is inadequate. Communications aren’t reliable. And . . .

All of these challenges arise because of a lack of AGREEMENT among players, CERTAINTY of environment, or both.

© 2008. HSD Institute. 9

Landscape DiagramLandscape DiagramKnow When Your Changes Are In the Know When Your Changes Are In the

Zone of Self-OrganizingZone of Self-Organizing

Certainty

Ag

reem

en

t

Close to Far from

Far

from

Clo

se t

o Organized Orderly

Predictable

UnorganizedRandom

Surprising

PatternedEmergentInteractive

Complex adaptive

© 2008. HSD Institute. 10

Project Management Project Management Organized ExpectationsOrganized Expectations

Close to agreement Scope Goal Budget Project team members

Close to certainty Deliverables Rewards Schedule

*

© 2008. HSD Institute. 11

Managing the Managing the OrganizedOrganized

Maintain agreement: Document assumptions and expectations Meet often Include few people Focus on narrow scope/goal

Maintain certainty: Report often Keep communications close Hold scope constant Ensure few interdependencies

© 2008. HSD Institute. 12

Far from agreement Individual agendas Understanding goals Personal styles Cultural differences

Far from certainty Media attention Legislative/regulatory changes Competitor actions Technology glitches/opportunities

Project Management Project Management Unorganized EnvironmentUnorganized Environment

*

© 2008. HSD Institute. 13

Managing the Managing the UnorganizedUnorganized

Increase agreement: Collect data over time Look for patterns Stay connected to near- and far-neighbors

Increase certainty: Focus on things you can control/predict Build close connections Establish strong/impermeable boundaries Increase trust across the system

© 2008. HSD Institute. 14

Adapt agreement Team meetings Project reviews Customer feedback Dialogue

Adapt certainty Short-term milestones Environmental scans Stories about environment & expectations Iterative project re-planning

Project Management Project Management Self-Organizing RelationshipsSelf-Organizing Relationships

*

© 2008. HSD Institute. 15

Managing the Managing the Self-organizingSelf-organizing

Adapt agreement: Ask questions Stay connected Listen and be willing to change

Adapt certainty: Review/revise plans often Use participative planning processes Be transparent with assumptions/constraints Understand the stability of the environment

© 2008. HSD Institute. 16

Strategy to ActionStrategy to ActionHSD ToolsHSD Tools

Decision Map Adaptive Action Landscape Diagram

© 2008. HSD Institute. 17

What? Is happening? Do I see/hear?

So what? Does it mean to me/others? Can I learn?

Now what? Can I do to improve fitness for me/others?

Adaptive ActionProject Management

The Adaptive Action Process can help you stay in the self-organizing space as conditions change.

© 2008. HSD Institute. 18

Decision MapDecision Map

World View

Reality

Rules

Project Management

The Decision Map helps you understand potential sources of agreement and certainty.

© 2008. HSD Institute. 19

For more information:For more information:

Contact Susan Heidorn for HSD and Project Management courses and consulting.

Read some good books: Coping with Chaos: Seven Simple Tools, Eoyang Facilitating Organization Change: Lessons from

Complexity Science, Olson & Eoyang Check out the HSD Institute website:

www.hsdinstitute.org

© 2008. HSD Institute. 20

Today we Today we planned to . . . planned to . . .

Explore the challenges of traditional project management.

Recognize the diverse dynamics of projects. Explore ways to influence the dynamics of

projects. See how Adaptive Action and the Decision

Map influence project management.

© 2008. HSD Institute. 21

Next time we will . . . Next time we will . . .

Consider complex human systems dynamics of Performance Management.

August 6Same placeSame time

What are your performance management

challenges?