dynamic adaptation
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Adapting Your Project Management Style
Ajay B ParasrampuriaFounder | Project Management Academy Inc.
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My Observations…..
Project Activity is Getting More Important
Most Projects Don’t Meet Time and Budget Goals – 50% to 80%
Limited Commercial Success – 25% to 60%
Most CEOs and major business schools ignore PM
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Most Projects Don’t Make it
Why?
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is it because of Tools or the Science?
20% Science/Tech.
80% Art
WBS, Gantt, PERT, CPM, PMBOK, ….
WBS, Gantt, PERT, CPM, PMBOK, ….
Uncertainty, Change, Context, Flexibility, Business Focus, Strategy, Motivation, Leadership, Inspiration, Integrity, Trust, Communication, …
Uncertainty, Change, Context, Flexibility, Business Focus, Strategy, Motivation, Leadership, Inspiration, Integrity, Trust, Communication, …
Why?
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What is the Traditional Discipline of Project Management (TPM)
Telling us?
What is the Reality?
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TPM Evolved as… (The Myths)
Efficiency Based
Process Based
One Size Fits All
No Specific Business Focus
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MythProjects succeed if they meet time, budget, and performance goals
RealityProjects must meet multiple success criteria, including business results and customer satisfaction
Budget
Time
Scope
Project SuccessProject Success
EfficiencyEfficiency
CustomerCustomerBusinessBusiness
FutureFuture
TeamTeam
Myth 1
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MythProjects are linear
predictable, and certain. You need a fixed and rigid plan.
RealityProjects are non-linear,
unpredictable, and uncertain. You need a flexible and adaptive plan and management style.
Myth 2
One size fits all Projects differ, and you must adapt your project management style to the environment, product, and task
Myth 3
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The Motivation
The Assumption Different projects are managed in different ways.
The literature and the discipline assume “a project is a project is a project.”
There is no accepted framework
The Need A framework to distinguish among projects Practical guidelines on how to manage projects
in different ways
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® Four Dimensions for Distinction Among Project Types
Complexity – How complex is the system and its subsystems
Pace
Array System Assembly Component
Complexity
Novelty
Technology
Derivative Platform New to Market New to World
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
BlitzPace – How Critical is the Time frame
Novelty – How new is the product to customers and users
Technology – How much new technology is used
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®Each Dimension Tells us
What to Do
Pace
Array System Assembly Component
Complexity
Novelty
Technology
Derivative Platform New to Market New to World
Super-High Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/ Competitive
Time-Critical
Blitz
Later design freezeMore design cycles
Less market dataLater requirement freeze
Autonomy
Time control
Complex organizationFormality
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• Adaptive Planning
• Selecting PM Style
• Communication Language
• Putting a Project Back on
Track
• Retrospective Analysis
• Adaptive Planning
• Selecting PM Style
• Communication Language
• Putting a Project Back on
Track
• Retrospective Analysis
Diamond Helps in
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MythProject managers need to get the
job done, on time, budget, and specifications
RealityProject managers need to care
about the business results of their project - They are mini CEOs
Transform Traditional Project Management to Strategic Project
Leadership®
Myth 4
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®The Strategic Project Leadership® World
Get Business
Result
Expect Change
Get the Job Done
Traditional Project Management
Dynamic Adaptation
Strategic Leadership
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AcknowledgementsDiamond Model and Strategic Project Leadership ® (SPL) framework and methodologies has been developed and is copyright of
Dr. Aaron J ShenharProfessor of Project and Program Management - Rutgers Business SchoolFounder and Global CEO – The SPL Group
Until 2008 he was Institute Professor of Management and the founder of the project management program at Stevens Institute of Technology. He holds five academic degrees in engineering and management from Stanford University and the Technion in Israel.
He was the first recipient of the PMI® Research Achievement Award, and the IEEE Engineering Manager of the Year Award.
Prior to his academic career, Dr. Shenhar accumulated 18 years of technical and management experience
SPL Global Customer Companies include:Intel | Dow Jones &Co.| NASA | NSA |ISO | Merck, Johnson & Johnson| Microsoft |BG Group|3M | Honeywell | AT&T | BMG Entertainment | Becton Dickinson| Compaq Computer | Trane | US Army
PM Academy is the strategic partner of SPL Group and is authorized to provide SPL education, certification and services in India and Asia Pacific.