Strategy to Action: The Power of HSD Session 2: HSD and Project Management September 10, 2008

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

Session 2: HSD and Project ManagementSession 2: HSD and Project ManagementSeptember 10, 2008September 10, 2008

Glenda H. Eoyang, [email protected]

Jennifer [email protected]

mailto:[email protected]

mailto:[email protected]

© 2008. HSD Institute. 2

Why HSD?Why HSD?

Is change coming at you too fast? Are you surprised more too often? Do you know what to do but you can’t

explain why? Do the old solutions not work on new

problems? Have you heard about chaos and

complexity and wonder how they can help you cope?


HSD AssumesHSD Assumes

Success is about fit. Dialogue is only the beginning. Understanding is not enough. Prediction may be impossible, and control is

expensive. Valuable insights are TRUE and USEFUL. Opportunities for tomorrow are locked into

today’s realities. Answers have a short shelf-life, but good

questions last forever.


Series GoalSeries Goal

Improve your performance as you:

Manage projectsPlan for changeTrain and develop capacity

Manage performanceCommunicateLead virtual teams


Series OverviewSeries Overview

Introduction to HSD July 9

HSD & Project Management September 10

HSD & Performance Management October 8

HSD & Planning for Change November 5

HSD & Communications December 10

HSD & Training and Development January 7

HSD & Virtual Teams February 11


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

[email protected]@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


Your Guide . . . Your Guide . . . Jennifer Schuster-JaegerJennifer Schuster-Jaeger

[email protected] [email protected] HSDP Associate Manages change projects Learned many lessons:

It never comes out as you expect or plan. Expect changes—have a map so you can

change course and keep your bearings. Guiding documents are invaluable.


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

Explore the challenges of traditional project management.

Recognize three patterns of project dynamics.

Explore ways to influence the dynamics of projects.

Recommend ways to see and influence projects more effectively.


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

Apply three HSD tools to issues in project management:

Landscape Diagram Adaptive Action Process Decision Map


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. Leaders aren’t supportive. Communications isn’t reliable. And . . .

All of these challenges arise over time because players don’t AGREE, the environment is UNCERTAIN, or BOTH.


Strategy to ActionStrategy to ActionHSD ToolsHSD Tools

Landscape Diagram Adaptive Action Decision Map


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

Zone of Self-OrganizingZone of Self-Organizing

Certainty

Agre

emen

t

Close to Far from

Far

from

Clos

e to Organized

OrderlyPredictable

UnorganizedRandom

Surprising

PatternedEmergentInteractive

Complex adaptive


Project Management Project Management Organized ExpectationsOrganized Expectations

Close to agreement Scope Goal Budget Project team members

Close to certainty Deliverables Rewards Schedule

*


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


How does it work?How does it work?

Insert Jennifer’s picture here.


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

*


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





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

*


Managing the Managing the Self-organizingSelf-organizing

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

Adapt certainty: Review/revise plans regularly Use participative planning processes Be transparent with assumptions/constraints Understand what is stable in the environment





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? Begin again!

Adaptive ActionProject Management

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


Tips: Repeat the process early and often. Use Adaptive Action for yourself as you lead a

project. Help your team use Adaptive Action as they

encounter changes and challenges. Complete an Adaptive Action Cycle at the

project start to build your plan. Complete an Adaptive Action cycle at the

close of a project to capture lessons learned.

Adaptive Action





Decision MapDecision Map

World View

Reality

Rules

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


Decision Map Decision Map

Tips: How much agreement does your team have

on world view, rules, and reality? Consider your other stakeholders. How are

their Decision Maps the same? different? What rules are given and which ones can

change? What is the current reality? How is it likely

to change?





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

Explore the challenges of traditional project management.

Recognize three patterns of project dynamics.

Explore ways to influence the dynamics of projects.

Recommend ways to see and influence projects more effectively.


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


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

Consider complex human systems dynamics of Performance Management.

October 8, 2008Same placeSame time

What are your performance management

challenges?

Strategy to Action: The Power of HSD Session 2: HSD and Project Management September 10, 2008

Documents

hsd institute

hsd project management

hsd planning

hsd communicationsdecember

hsd training

hsd assumessuccess

hsd performance management

hsd virtual teams