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www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 1 ® Adapting Your Project Management Style Ajay B Parasrampuria Founder | Project Management Academy Inc.

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Page 1: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 1

®

Adapting Your Project Management Style 

Ajay B ParasrampuriaFounder | Project Management Academy Inc.

Page 2: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 2

®

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

Page 3: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 3

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Most Projects Don’t Make it

Why?

Page 4: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 4

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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?

Page 5: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 5

®

What is the Traditional Discipline of Project Management (TPM)

Telling us?

What is the Reality?

Page 6: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 6

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TPM Evolved as… (The Myths)

Efficiency Based

Process Based

One Size Fits All

No Specific Business Focus

Page 7: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 7

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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

Page 8: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 8

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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

Page 9: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 9

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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

Page 10: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 10

® 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

Page 11: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 11

®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

Page 12: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 12

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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

Page 13: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 13

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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

Page 14: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 14

®The Strategic Project Leadership® World

Get Business

Result

Expect Change

Get the Job Done

Traditional Project Management

Dynamic Adaptation

Strategic Leadership

Page 15: Dynamic Adaptation

www.projectmanagement-academy.com Copyright © The Strategic Project Leadership® Group, 2011 15

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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.