DIS Project Management Five mega trends in Project Management
DIS Project ManagementFive mega trends in Project Management
MBA, MMT, Produktionsingeniør
Prince2, IPMA, PM Agile, Belbin, Peopletools, ICF Coach
Årets Danske Projektleder 2006
Johnny H.G. Ryser
Head of Project Management
+45 87 38 74 50 +45 27 62 99 06 [email protected]
Technology Development
Proces development
Management consulting
Greatest Innovation House in DK
CREADIS GmbHDortmund
CREADIS GmbHNürnberg
CREADIS GmbHHamburg
DIS A/SÅrhus
CREADIS A/SOslo
DIS Project Management
Hands on Project
Management
Project Management
consulting
Project Management
Academy
The basics
What is a project (IPMA)?
Project characteristics
One of a kind
Cross organizational
TargetedTime limited
Ressource demanding
The project rocket
Idea Planning Imple-mentation Operation
Project leadership (doing it right)
Project management (doing the right things)
An agile versionProject leadership(do it right)
Project management(do the right things)
Imple-mentationOperationPlan-ning Imple-mentationOperationPlan-ning Imple-mentationOperationPlan-ningIdea
5 Mega Trends
Why
2015
History
1987
1963
1913
History2013198719631913
1856-1915 Frederick W. Taylor
1864-1920 Max Weber
1863-1947 Henry Ford
Eksponential development
Dissappointment
PRojects IN Controlled Environments?
What
1. Effect focus2. Customized project processes3. Human focus4. Intrinsic motivation5. Projects as organization
Product
Proces
Time
Cost Outcome
Learning
Use
Value
Project retrospectives:Evaluating Project Succes, Failure , and Everything in betweenNelson, MIS Quarterly executive Vol.4 No.3 Sept. 2005
1. From product focus to effect focus
What´s in it for us?
How does the world look afterwards?
End point:
1. From product focus to effect focus
Purpose:
Ressources
Why?
Products
Productivity
Efficiency
By what means? How?
Success criteria(SMART)
Succes criteria(SMART)
1. From product focus to effect focus
Deliver more value with less waste
What´s in it for us?
How does the world look afterwards?
End point:Purpose:
Ressources
Why?
Products
Productivity
Efficiency
By what means? How?
Success criteria(SMART)
Succes criteria(SMART)
1. From product focus to effect focus
Project Waste:1. Multi tasking2. Unnecessary
movements3. Over processing4. Over production5. Stocks6. Handovers/
Transitions7. Errors8. Transportation9. Unused potential
What´s in it for us?
How does the world look afterwards?
End point:Purpose:
Ressources
Why?
Products
Productivity
Efficiency
By what means? How?
Success criteria(SMART)
Succes criteria(SMART)
2. From normative project models to customized project processes
Requirement Spec
SW Requirement
s
Analysis
Program design
Coding
Testing
Operations
2. From normative project models to customized project processes
Very
Ser
ious
risks
Man
agea
ble
risks
30 years of research on critical success criteria for projects:
3. From tools focus to human focus
1. The project manager2. The project team3. Strong Commitment from project sponsor(s)4. Early involvement of stakeholders5. Stakeholder approval of project plans6. Ample communications
3. From tools focus to human focus
1. Communication2. Coordination of tasks3. Balance of individual contributions4. One for all, all for one5. Effort6. Cohesion
Critical success criterias for teams:
What do project managers do – 6+1 roleSense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)
Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)
What do project managers do – 6+1 role
Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)
What do project managers do – 6+1 role
Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)
What do project managers do – 6+1 role
Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)
What do project managers do – 6+1 role
Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)
What do project managers do – 6+1 role
Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)
What do project managers do – 6+1 role
Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)
What do project managers do – 6+1 role
1:5
Projects are made by humans for humans
3. From tools focus to human focus
4. From external to intrinsic motivation
Motivation 2.0:Stick and carrot
Motivation 3.0:Internal motivation
Find food - Complex societies- Industrialisation- Humans as machines
- Autonomy- Coping- Higher purpose
Motivation 1.0:Survival
Motivation 2.0:Outer motivation
Motivation 3.0:Internal motivation
Motivation 1.0:Survival
4. From external to intrinsic motivation
- Instincts - Stick- Carrot
- Autonomy- Coping- Higher purpose
Motivation 2.0:Outer motivation
Motivation 3.0:Internal motivation
Motivation 1.0:Survival
4. From external to intrinsic motivation
- Instincts - Stick- Carrot
- Autonomy- Coping- Higher purpose
Motivation 2.0:Outer motivation
Motivation 3.0:Intrinsic motivation
Motivation 1.0:Survival
4. From external to intrinsic motivation
- Instincts - Stick- Carrot
- Autonomy- Coping- Higher purpose
4. From external to intrinsic motivation
Algoritmic taskPisk og gulerod virker!
Heuristic taskPisk og gulerod virker ikke!
William Kamkwamba”Drengen der
tæmmede vinden”
Bakken har 2 funktioner
Tilsæt pisk og gulerod, og
opgaven tager (meget) længere
tid
4. From external to intrinsic motivation
Algoritmic taskStick & Carrot works
Heuristic taskStick & Carrot doesn work
4. From external to intrinsic motivation
Algoritmic taskStick & Carrot works
Heuristic taskStick & Carrot doesn work
4. From external to intrinsic motivation
Algoritmic taskStick & Carrot works
Heuristic taskStick & Carrot doesn work
5. From projects in silo organizations to projects as organization
Gartner: Disciplone Zero: Teams of Teams
1. Common purpose2. Shared success3. Non-traditional Teams4. Fluid and Dynamic5. Learning Organization6. ”Not Invented Here” is Positive!
Legacy Culture:Silo Apps, Silo Teams
From I-shapet to T-shaped
From static organizations to scalable organizations
Organizing around projects (Oticon, W.L. Gore etc)Communities of practice
1. Effect focus2. Customized project processes3. Human focus4. Intrinsic motivation5. Projects as organization
Questions?
Peter F. Drucker:"Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done"