Mastering Complex Projects by radical Rethinking of PM · PDF fileSPM FOUNDATION CONSULT ... Mathematics, Logic: ... 2007- ? Social Systems Project 7 2007- ? Synergy of PM-2 / Mastering
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SPMCONSULTFOUNDATION
ICCPM Research Prize 2010
for
Mastering Complex Projects by radical Rethinking of PM
Created by the Team:
Manfred Saynisch, MSPM-Foundation and SPM-CONSULT, Munich, Germany
Thomas Baumann, Orbitak International LLC, Troy, MI 48083, USA
Louis Klein, Systemic Excellence Group, Berlin, Germany
The winning research was presented with following slides at ICCPM's Research and Innovation Seminar on 16-18 August 2010 in Lille, France
as a highlighted result ofthe Research Program shows
•a new paradigm, •but also for the new challenges new solutions
in Project Management
AN
Long Term Research Programme
„Beyond Frontiers of Project Management“
The keys to a new mana-gement understanding are new insights and percep-tion in natural and social science like evolutionary andchaos theory, self-organi-zation or the theory ofcomplex systems,which offer new ways for project management
interdisciplinary study teams have been workingon new cognitions,concepts andrecommendations
The subjects and resultsof the research program were presented in a documentation book
SPMCONSULTFOUNDATION
The keys to a new management understanding are new insights and perception in natural and social science
•like evolutionary and chaos theory, self-organization or the theory of complex systems,
which offer new ways for project management
To analyze this was the task of the long term research programme (since 1992)“Beyond Frontiers of Traditional PM”
On the research programme interdisciplinary study teams have been working on these new cognitions, concepts and recommendations
“Project Management 2nd Order”as a highlighted result of the Research Program shows a
•genesis of a new perspective and •Paradigm in Project Management
The subjects and results of the research program were presented in a documentation book.
SPMCONSULTFOUNDATION
In the research programme we have reflected and analysed since 15 years• new cognitions and results• of a lot of modern natural and social scientific theories• emerged new “Paradigm” and worldviews.
Our aims: • Relevance by these new sciences on Project Management?• New concepts for implementation of radical new perspectives of PM,
An impression by snap shots:
System and Complexity Sciences:• General-Systems-Theory (v. Bertalanffy, Weiss, Rapoport, Boulding,
Laszlo), 1945-70; • Cybernetic (Wiener, v. Foerster, Ashby, Beer), 1950-70. Systems Dynamic
(Forrester), 1960-1980 • Theory of Complex Systems – Self-organization, Edge of Chaos,
Life Sciences:• Evolutionary Theory in Biology, Behaviour and Molecular-Physics (Gould,
Mayr, Riedl, Lorenz, Eigen), 1955-80. Classical Evolutionary Theory (Darwin, Lamarck), 19. century
• Grand Evolutionary Systems Theory (Laszlo) 1980 – 1990, • Social and Cultural Evolution (Jantsch, Dawkins, 1975-1985)• Autopoiesis (Maturana, Varela), 1965-80. • Cellular Automata, Artificial Life, Selforganized Criticality (v. Neumann,
• Systemic Therapy (Watzlawik), 1985-1995,• Social Systems Theory (Luhmann), 1980-1995.
Philosophical Sciences:• Epistemology Theory (Evolutionary) (Riedl, Lorenz, Vollmer), 1970 - 1990• Epistemology Theory (Constructivism), (Bateson, v. Glaserfeld, v. Foerster,
Watzlawik), 1980 – 1995With a few of the outstanding world class researchers of these modern natural and social scientific theories, we have performed personal discussions for validation and transformationaspects of these theories to an approach in management science.
AN
SPMCONSULTFOUNDATION
Project 11990-1997
Project 41999-2000
Project 31998-1999
Project 21996-1998
The Steps in the Research Programme to ICCPM PrizeAN
• Project 1:Research for an evolutionary-systemic and cybernetic-systemic PMEvolution 1st and 2nd Order, Self-organization, Autopoiesis , constructivist epistemology, chaos, transclassical logic, etc.
• Project 2:The social, technical and systemic architecture of projects.Self-Reference (Luhmann), sociocybernetic and dual control, morphogenesisof order in networked logical systems
• Project 3:Management-cybernetics in a project and PM.„Viable Systems Model VSM“ of S. Beer
• Project 4:System Dynamics in a project and PM (J. Forrester )
SPMCONSULTFOUNDATION
Project 11990-1997
Project 41999-2000
Project 31998-1999
Project 21996-1998
Project 5 2000-2004Documentation Book
Project 6 2003-2006Basics of Project Mgt 2nd Order (PM-2)
(IPMA Research Award 2007)
The Steps in the Research Programme to ICCPM PrizeAN
• Project 5:Synopsis of Projects 1-4 in a Documentation bookSaynisch, M., Lange, D. (Hrsg.): "Neue Wege im Projektmanagement - Ergebnisse aus Forschungsprojekten 1990-2000", GPM-Verlag Nürnberg / Stuttgart 2002. Information for purchasing by: [email protected].
• Project 6:Convergence to a Project Management 2nd Order (PM-2) - Basic Concept.An integrated, systemic and useable reference model of PM for practical approach.
SPMCONSULTFOUNDATION
Project 82007- ?
Neuroscience
Project 92007- ?
Social SystemsProject 7 2007- ?
Synergy of PM-2 / Mastering Complexity
Project 7 2007- ?Synergy of PM-2 / Mastering Complexity
ICCPM Prize 2010“Mastery Complex Projects by radical Rethinking of PM”
Project 11990-1997
Project 41999-2000
Project 31998-1999
Project 21996-1998
Project 5 2000-2004Documentation Book
Project 6 2003-2006Basics of Project Mgt 2nd Order (PM-2)
(IPMA Research Award 2007)
Project 7:Mastering Complex Projects by radical Rethinking of PM
• Structured landscape of principles, methods, processes and implementation aspects
• Synergy-Potential of PM-2, PMBoK, ICB and CSCPM
Project 8Impact of Neuroscience into the project management
Project 9Luhmann's theory of organi-zations as social systems
The Steps in the Research Programme to ICCPM PrizeAN
Generation of numerous single statements for Management of Complexity
Projects 1-4 and 8-9 focalize to the relevance of individual Perceptions of advanced Science Disciplines These Projects generates single Statements to Views, Principles,Methods or Processes for a Management of Complexity.
ICCPM Prize 2010“Mastery Complex Projects by radical Rethinking of PM”
Further Research and TransferGeneration of Framework for Project PractitionerAN
Many deficits in the traditional way of thinking by Practitioners. cause lack of understanding and resistance to adopt new ideas by Practitioners.
Practitioners need to come to new insights about an advanced way of thinking. Bredillet requires the basis on
• inductive knowledge, qualitative paradigm, • constructivist epistemology, speculative thoughts, • nontraditional logic and moving beyond the classical management
perspectiveimportant condition for a subsequent effective knowledge transfer about principles, methods and processes.
Education and training in this context are essential to acculturation!
First and foremost:intensive and new education and training programsReflection of ideas + bodies and schools of thoughts of research program through modern (limbic oriented) change actions
SPMCONSULTFOUNDATION Working conditions – past and future
organizational, environmental, and infrastructural aspects
Research teams independent alliance of more committed scientists, Research program has no formal and organizational annexation to an academic corporation or university.
No external financial support. • All of the expenses and costs are mostly paid personally by the team members. • Work was done parallel or instead of to salary-supported professional work
Future aspects following opportunities for institutional linkage are in consideration:• A connection to a German academic organization. • Annexation to
IPMA research domain or to ICCPM with his Focus Groups.
To fulfil requirements of further Research and Transfer to a Framework for Project Practitioner, we need suitable working conditions:
• Attractive conditions of funding and/or salaries• Annexation to an academic organization with capabilities to compile Master or
Doctoral Thesis
SPMCONSULTFOUNDATION
Project Management Journal PMJ,
Vol. 41, Nr.2, 21-37, April 2010,
Wiley/PMI USA
Long Term Research Programme
„Beyond Frontiers of Project Management“AN
SPMCONSULTFOUNDATION
SPMCONSULTFOUNDATION
1. The Prize-winning Theme:Mastering Complex Projects by radical Rethinking of PM - Outline and Contextby Manfred Saynisch
2. Projekt 7: Mastering Complex Projects with PM-2by Manfred Saynisch
3. Projekt 8: Impact of neuroscience to complex projectsby Thomas Baumann
3. Projekt 9: Designing Social Complexityby Luis Klein
Projects are determined by their goalsEvolutionary / self-organizational processes are not determined by goals. They are processes without a specific destination.
For reaching project goals, we need the traditional PMthe cartesian-newtonian logic,
For mastering various barriers in the complex flow of a project,we need
the management of complexity, the evolutionary and self-organizational principles.
A well balanced interaction of traditional PM and the management of complexity,
In this Fig. I explain the rule of PM-2as an Integrator and Umbrella of the several Aspects of
•Traditional PM , like IPMA and PMI Standards and •Management of Complex Project
These 3 yellow columns represents the IPMA´s ICB 3 with the Technical, Behavioural and Contextual Elements.It shows also the IPMA´s certification Levels A to D
These three green columns represent the PMI-Standards:• PMBoK, OMP3 and Program /Portfolio Mgt.
These Elements of IPMA´s and PMI´s Standards focussed to a single Project
And these three Elements focus to the Integration of Projects.This red field is the
•Complex Project Managers Competency Standard and the green field left represents the
•Project and Program Management at enterprise level,
Now I will explain the context of PM-2 to •the Standards of PMI as well as IPMA and• the concepts of Complexity Managementfor single Projects and Project oriented Companies
WORLD 2, the Complexity management of the PM-2 corresponds primary and intensively with the Complex Project Managers Competency Standard.Also WORLD 3 and 4 shows some weak relations to this Standard. WORLD 1, the traditional PM corresponds primary and intensively with the PMBoKand the technical competences of ICB3. These relationships of WORLD 1 and 2 deals with direct control of the Project ProcessesWorld 3 corresponds primarily with the behavioural competences of ICB3.
Furthermore WORLD 4 is related with •OMP3, Program /Portfolio Mgt,•the contextual competences of ICB3.• the Project and Program Management at enterprise level, the P2M
Further research for PM-2 : • An integration approach of the PM-2 concept with the conceptual model
of Project and Program Management at enterprise level,the P2M conception
• A comprehensive and integrated system of the principles, methods, and procedures in World 2’s respective management of complexity,
Transfer into Practice:• Publications (for example: book, articles, conference contributions)• Workshops• Integration into existing curricula of education and training • Pilot-Projects with industrial partners
To promote excellent research & development to enhance Project Management, I have established a foundation:
Manfred Saynisch Foundation of Project Management
(MSPM-Foundation)
MSPM-Foundation is first foundation for Project Management in Germany and Europe.Aims of the MSPM-Foundation are primarily promotion of new perspectives in PM
Impact and importance of the three limbic levelssystemThe principles of the human reward system (mesolimbic, opiois/opamin)Neurosience, psychodiagnosic –OPD (classification of mental behavior by using fundamental psychodynamic dimensions (interpersonal relation, conflict, structure )
Overview about the research and transfer areas
Seite 9 17..August 2010
Overview about the research and transfer areas
2Organization and connectivity of the human brain
Brain organization within (super) modules , ensemble coding of neuronsBrain optimization of planning and interaction routines (energy, optimized cortical, conscious, subcortical unconscious)
Seite 10 17..August 2010
Overview about the research and transfer areas
3Knowledge creation and learning within the human brain
Creation of domain thinking within the experts brainMechanism and effects of longtime knowledge creation and learning processes in the brain (how memory is encoded in the brain's neuronal circuits)
Seite 11 17..August 2010
Correlation and connection to the two other groups
Designing Social Complexity (Project 9)
Mastering Complex Projects with PM-2 (Project 7)
Human principles of decision making, behavior (changes) , reward & motivation
Organization and connectivity of the human brain
Knowledge creation and learning within the human brain
WORLD 3 WORLD 4 WORLD 2
Collaborators / Persons Ways of thinking Complexity Management
Transfer of neuroscience knowledge into the field of project management (Project 8)
Seite 12 17..August 2010
Overview about the transfer options
1
2
3
Human behavior (changes) , reward & motivation, cooperation
Organization and planning on projects
Knowledge transfer, career paths
Vertical, hierarchical structures only in simple projects linear processes (brain)Complex projects: may need new organizational, decision and leading structures –coexistence from horizontal & vertical and parallel & hierarchy
Definition of modern HRS harmonized (project )reward and incentive systemImprovement of change management success (methods, …) through modern (limbic oriented) change actionsModern personal assessment methods, new cooperation principles
Incorporation into PM-qualification & training and training assessmentExpertise generation through smart Knowledge enhancement new discussion and understanding
Progress
Seite 13 17..August 2010
Transfer status of practicioner transfer
1Human behavior
3 Knowledge transfer, career paths
New career path pilots (GER/ US)
Seite 14 17..August 2010
Future steps
Result integration/ consolidation
Integrated specified research
Enhanced Transfer into PM -practice
•Research board•Consolidation suggest•University lead
•Initiation of research progr.
•Focus groups •Integration in research progr.
•Embedded research roadmap/ projects & funding
•University lead (cooper.)
•Integration in research progr.
•Focus group projects
•Books, articles, workshop•Integration into curriculum•Integrated projects with industrial partners
•Pilots and projects
•Integration into curriculum
Seite 15 17..August 2010
Thomas BaumannGeneral Manager
Orbitak International LLCCertified Project Management Trainer Level D-A, IPMA
Member of the board of trustee of the GPM e.V., German Project Management Society
Systemic Excellence Group 20101111 11Systemic Excellence Group 20101111
Social systems
Social systems create themselves and their own logic and dynamics (autopoiesis), which is not the sum of individuals logic or derived from the outer context
- non-trivial
- complex
- have self-reinforcing tendencies
- realise gains of emergence
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Organizations: networks of decisions
The most important social systems regarding project management are organisations. From TSS perspective an organisation
- is a series of specific distinctive operations processed in communication as decisions through which it distinguishes itself from its environment
- is not defined by objectives, staff, assets, etc., but
- is defined by its borders, i.e. decisions on what belongs to it and what doesn’t
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A logic of constitutive distinctions
The „logic of entity“ is replaced by a „logic of constitutive differences“
- exploring and exploiting distinctions as fundamental forms
Thinking of projects as distinctions
- organisationally, in time, thematically
- a project has a complex identity, made up of a multitude of borders, decisions on in-out, emerging from the project managers dealings with the various stakeholders
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Thinking of projects as distinctions
Determining projects by constitutive differences, not given attributes
- Temporary rather than permanent
- Thematically focused rather than generalist
- unique rather than routine
- horizontal rather than vertical
Question: How does project management maintain these distinctions?
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Increasing complexity
Each system that increases its social and cultural complexity gains a sustainable competitive advantage
- Enhancing internal complexity opens up possibilities for a richer perception, judgement and behaviour of social systems dealing with social and cultural complexity (Ashby’s Law)
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An active or pro-active approach towards social and cultural complexity will be grounded on negotiations to provide a meaningful context for the social system’s development
- Managing inner social complexity: by leadership and orchestrating resources
- Managing outer social complexity: stakeholder management and embeddedness
Managing inner and outer complexity of any project
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The role of the project manager
The role of the project manager: focus on systemic essentials
- From agreed documents to expectation management
- Balance the project as a super-individual endeavour: organise the parallelism of the organization and the individuals
- Focus on decision-making processes
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Focus on decisions
Decision-making processes as the most important phenomena within projects and contexts
- Central processes to shape a project
- Preparation of decisions
- Construction of alternatives
- Paradigmatic embedment of decision-making processes
- What logics do apply?
- What methods, models and instruments are in use?
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Further research
Research programme: Cross-Cultural Complex Project Management (CCCPM)
- Cross-cultural: inter-cultural and intra-cultural relations (Social sciences and cultural science)
- Complex: interactions and sensemaking (systems sciences and complexity sciences)
- Project management: practical relevance and solution orientation
www.cccpm.net
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Ecology of Paradigms
Paradigm thinking enables a social systemic referencing of different communities of practice
- Great variety of diverse paradigmatic alignments
- Different versions and variations of co-operation and co-existence
- Competitive thinking and comparing different social designs
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Competitive Social Design
Competitive advantages through social technology leadership
Social design
- Relates to a set of methods, models and instruments
- Is always contingent
- Reminds us of making shaping decisions
- Opens realms of possibilities (degrees of freedom)
- Refers to responsibilities (because degrees of freedom are realised that could be otherwise)
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Social Innovation
Great innovation gains can be found primarily in the configuration of co-operation contexts
- Increasing importance of social innovation to meet the challenges of profound social and organisational changes
- Shift from technology innovation paradigm towards social innovation
- Innovation of social practices
- Analyzing and shaping social innovation
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Thank you for your attention!
Systemic Excellence GroupIndependent Think Tank for Leading Practice