Dealers in Hope

Oxford Major Programmes Ltd.

Dealers in Hope08/02/17

Benedict Pinches

Politics

Business/Pay Differential

Since 1 January 2017, the average FTSE 100 CEO has earned £551,800

High Pay Centre, 09:14 February 2017

Three Giant Forces

Technology The Market

Mother Nature

Thomas L Frieman, Thank You For Being Late, 2016

Organisational Context

Frederic Laloux, Reinventing Organisations, 2014

Magic

• Self = centre of universe

• Ritualistic• Tribes of a few

hundred

Impulsive

• Ego = separate from others

• Present focus• Chiefdoms &

proto Empires

Conformist

• Newtonian cause & effect

• Linear time line• Civilisations &

Religions

Achievement

• More = better• Universe is

complex clockwork

• Modern corporations

Pluralistic

• All perspectives deserve equal respect

• Relationships > outcomes

• Family/community

Evolutionary

• Life as a journey• Self management• Living systems

+15,000 BC 4,000 BC10,000 BC 1680 AD 1960 AD

Bureaucracy Post-Bureaucracy

Consensus through acquiescence to authority Consensus through institutionalized dialogue

Influence based on formal position Influence through persuasion/personal qualities

Internal trust immaterial High need for internal trust

Emphasis on rules and regulations Emphasis on organisational mission

Information monopolised at top of hierarchy Strategic information shared in organisation

Focus on rules for conduct Focus on principles guideing action

Fixed (and clear) decision making processes Fluid/flexible deicison making processes

Network of specialized functional relationships Communal spirit/friendship groupings

Hierarchical appraisal Open and visible peer review processes

Definite and impermeable boundaries Open and permeable boundaries

Objective rules to ensure equity of treatment Broad public standards of performance

Expectation of constancy Expectation of change

Damian Hodgson, Comparison of Bureaucratic and Post-Bureaucratic Organisations, 2004

What about project management?

The Iron TriangleEarned ValueConfiguration ManagementValue EngineeringPrecedence SchedulingResource Allocation

Peter Morris, The Management of Projects, 1994. Jon Whitty, Agile is not the End Game, 2013

Waves of InnovationDrag picture to placeholder or click icon to add

Water power

Steam power

Electricity + internal combustion engine

Electronics aviation space

InternetSustainability

Mobile

Data

Innovation

1785 1845 1900 1950 1990 2010

Industrial Revolution

Classical Management

Project Management

??? Management

2017

adapted from K Hargroves, M Smith, The Natural Advantage of Nations, 2005

Fayol Five Management Functions

Coordinate

Plan

Organise

Command

Control

Henri Fayol, General and Industrial Management, 1916

Systems / Contingency Thinking

©Mark Winter, Manchester Business School

Project Management is…Art

Science Craft

Project Management

Henry Mintzberg, Managing, 2009

Not ‘Soft’ but ‘Real’

Adaptability

Consistency

Resilience Hunger to learn

CompassionEmpathy

Competitiveness

Passion for customer service

Emotional intelligence

Endurance

Enthusiasm

Ethical

EtiquetteFriendliness

BalanceDiplomacyMotivation

Self awareness

Self confidence

Humour

Strategic thinker

Tolerance

Focus Decisive

Diligent

EntrepreneurialFacilitation

Goal-setting

Innovative

Listening Tasteful

CreativeCritical thinking

Acceptance

MentoringGood judgement

CharismaInfluence

Inspiring

Negotiation

Presentation

Persuasion

Story telling

Seth Goldin, Medium, 2017

PM ‘profession’

Patrick Weaver, The Origins of Modern Project Management, 2007

Buyers

Builders

Users

PM Team

lawyers

special interest groupsGovernment

Regulatorsaudit

financial beneficiaries

negative stakeholders

PR

designersarchitects

consultants

technicians

general public

operators

support

Vision, Team and Culture

‘Outside Eye’

Data

BenefitsStakeholders

Benedict PinchesFounder and DirectorOxford Major ProgrammesPhone: +44 (0) 7956 677 483Email: [email protected]: @oxmpWeb: www.oxmp.coFacebook: http://on.fb.me/PzavIu