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2012 National BDPA Technology Conference
Diversity Is Not Enough: Keys to Complex Project Management
Stewart White, PMP
August 1 – 4, 2012
Baltimore, MD
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Review self-organizing processesOverview of ‘How to work’ when system’s not under controlDevelop inquiry skillsShare experiences, tools, insights with othersCreate your cutting-edge methods and toolsDemonstrate emerging personal praxisLearn from the experiences of othersDiscuss how to integrate management and leadership activities into a pattern formation
Presentation Objectives
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Questions
What is special about 21st century change?What are the three conditions that influence change in the 21st century?As a project manager, what are your options to influence 21st century change?
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Questions
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21st Century Change
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Static Change
Dynamic Change
Dynamical Change
21st Century Change
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Dynamical Change
• Change process emerges over time• Outcomes are not just unknown,
they are unknowable• Observable change is episodic with
times of apparent rest in between• Old assumptions about
conversation, replication, and control are out the door
• Result is change of pattern, not just change of place
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Difference is the indicator of change over time.
Pattern Change
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Differences within and among provide the energy forchange.
Pattern Change
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Differences become more subtle and complex with maturity.
Pattern Change
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What Do We Mean by “Pattern?”
Similarities, differences, and relationships that have meaning across space and/or time.
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What Do We Mean by “Pattern?”
Similarities, differences, and relationships that have meaning across space and/or time.
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What Do We Mean by “Pattern?”
Similarities, differences, and relationships that have meaning across space and/or time.
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What Do We Mean by “Pattern?”
Similarities, differences, and relationships that have meaning across space and/or time.
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What Do We Mean by “Pattern?”
Similarities, differences, and relationships that have meaning across space and/or time.
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Landscape Diagram
UnorganizedSeek Patterns
OrganizedPlan, Control
Far FromClose To
Certainty
Far
Fro
mC
lose T
o
Ag
reem
en
t
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Options for Action Similarity
Low Similarity
High Similarity
Far FromClose To
Far
Fro
mC
lose T
o
Certainty
Ag
reem
en
t
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Productive Patterns
High Similarity Low Similarity
Clear goalGroup identityShared passionConsistent expectations
Various locationsMultiple organizationsPolitical connectionsPersonal networks
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Similarity
•Develops and sells a vision for the project•Copes with operational and strategic change on the project•Builds reciprocal networks with relevant stakeholders•Develops a cultural ambience for the project team that facilitates commitment and motivation
Project Manager as a Leader
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Options for Action Difference
HighDifference
LowDifference
Far FromClose To
Far
Fro
mC
lose T
o
Certainty
Ag
reem
en
t
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Productive Patterns
Low Difference High Difference
Power to performMutual respect Level of accountabilityFew personal conflictsOrganizational cultureTools
ExpertisePoints of viewRelationships with clientsTime with organizationPersonal cultureAssumptions
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Difference
•Sets the general direction of the project through collaboration with project stakeholders•Perceives broad issues that are likely to impact the project, and then works with the team members in accommodating these broad issues
Project Manager as a Leader
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Options for Action Relationships
LooseRelationship
TightRelationship
Far FromClose To
Far
Fro
mC
lose T
o
Certainty
Ag
reem
en
t
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Productive Patterns
Tight Relationships Loose Relationships
On-time for meetingsFrequent reportingClear communicationsReliable documentation
Personal connectionsMatrix managementVirtual communicationsShort-term projects
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Relationships
•Becomes a symbol of the project and its purposes•Becomes the principal project advocate in working with stakeholders•Leadership drives change
Project Manager as a Leader
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Questions
• 21st century change is about patterns• Difference provides the energy for an
evidence of change• Diversity is NOT Enough-• Similarity gives stability• Relationships give adaptability
• Productive patterns engage opposites• As a project manager, you set the
conditions for pattern formation
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Lessons Learned
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CompassionCreativity
DecisivenessDiligence
DiscernmentFlexibility
ForgivenessInitiative
OrderlinessPatience
Persuasiveness
ResponsibilitySelf-Control
SensitivityIntegrity
Tolerance
Thoroughness
Leadership Characteristics
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Questions?
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Stewart White, PMP
Community ManagerPMI Global Diversity Community of
Practicehttp://globaldiversity.vc.pmi.org/Public/
Home.aspx
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