next practices of project management
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Presentation by Søren Lybecker and me at the conference "Leadership in Large Projects" in Oslo the 28'th of November 2012.TRANSCRIPT
Leadership in Large Projects Next Practices of Project Management NORDISK FORUM 2012
Søren Lybecker Programme Manager DTU Management Engineering E: [email protected] T: +45 2639 3331
Christian Thuesen Senior Researcher DTU Management Engineering E: [email protected] T: +45 6167 9131
Market Development
Market Development
Market development multiple customers = one market one customer = multiple markets
Inspired by Stanley Davis and Joseph Pine
The Long Tail …a consequence of a more individualized society
Mass production Mass customization
Dimensions of Acceleration 3. Acceleration of the
„Pace of Life“
2. Acceleration of Social Change
1. Technological Acceleration
C) Cultural Motor: Promise of Acceleration
B) Structural Motor: Functional Differentiation
A) Economic Motor: Time=Money
Dimensions and motors of Social Acceleration
Inspired by Hartmut Rosa
Order Chaos
Disciplinary Interdisciplinary
Hierarchy Network
Standardized Unique
Efficiency Creativity
Linear Iterative
Collective Individual
Degeneration Stress
Dilemmas and Dualisms of Project Organizing
Critical perspectives
Standards and best practices
The reflective practitioner
Communities of practice
Case studies
SYMBOLIC- INTERPRETIVE
1980’s
POSTMODERN 1990’s
MODERN 1960’s & 70’s
Practice-based Perspectives
Constructive Deconstructive
Hodgson
Kreiner
Koskela
The Academic Field of Project Management
Inspired by Mary Jo Hatch
Current Practices
Central empirical concepts • Persuasion • Social atmosphere • Tools • Project clarification (goals) • Resources
• Communication is placed as the central concept in the network
• Central collective concepts
– Quality
– Planning
– Risk
– Communication
– Flexibility
– Stakeholders
– Leading
– Learning
– Organization
– Controlling
– Innovation
Project = Change Change requires leadership rather than management. The project leader is thus a change agent. A change agent is a person who alters human capability or organizational systems to achieve a higher degree of output or self actualization. Imperatives: •A change agent lives in the future, not the present. •A change agent is fueled by passion, and inspires passion in others. •A change agent has a strong ability to self-motivate. •A change agent must understand people.
Role 1:
THE CHANGE AGENT
Inspired by Patti Hathaway
Role 2:
THE CONDUCTOR
Conducting is a means of communicating artistic directions to performers during a
performance.
The primary responsibilities of the conductor are to unify performers, set the
tempo, execute clear preparations and beats (milestones), listen critically and
shape the sound (performance) of the ensemble (project team), and to control
the interpretation and pacing of the music (project).
Conducting requires an understanding of
the elements of musical expression (tempo, dynamics, articulation) and the
ability to communicate them effectively to an ensemble (project team).
Inspired by Ramona Wis
Role 3:
THE ENTREPRENEUR
Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled.
The entrepreneur is the person ready to supply
the enterprise with the mixture of energy, boldness, courage, expertise, insight, and often
ruthlessness, necessary to start or grow a business.
The actions of the successful entrepreneur often follow the five effectuation principles:
Bird in the hand: use the available means.
Affordable loss: decide in advance what you are
willing to lose.
The crazy quilt: work with any and all stakeholders who are willing to make a real
commitment.
Make lemonade: acknowledge contingency by taking advantage of surprises.
Pilot in the plane: act upon any risky situation to
reduce the risk of crashing. Inspired by Saras Sarasvathy
Role 4:
THE BOUNDARY WALKER
Since the beginning of history, human beings have formed communities that share cultural practices reflecting their collective learning: from a tribe around a cave fire to a community of engineers interested in railway operations. Boundary walkers act as brokers between communities of practice. They can introduce elements of one practice into another. Boundary walkers can perform specific tasks such as: •Boundary spanners: taking care of one specific boundary over time. •Roamers: going from place to place, creating connections, moving knowledge. •Outposts: bringing back news from the forefront, exploring new territories.
Inspired by Étienne Wenger
Negotiation is a dialogue between two or more parties, intended to reach an understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage, to craft outcomes to satisfy various interests of two parties involved in negotiation process. The negotiator can basically distinguish between two types of negotiation: distributive negotiation (win-lose negotiation) and integrative negotiation (win-win negotiation). Integrative negotiation is also called principled negotiation. The method consists of four main steps: •Separating the people from the problem. •Focusing on interests, not positions. •Generating a variety of possibilities before deciding what to do. •Insisting that the result be based on some objective standard.
Role 5:
THE NEGOTIATOR
Inspired by Roger Fisher and William Ury
Role 6:
THE COACH Coaching is a teaching or training process in which an individual or a group gets support while learning to achieve a specific personal or professional result or goal. Coaching may also happen in an informal relationship between a “master” and a “student”. Basic tools in coaching are active listening, constructive feedback, and appreciative inquiry. .
Inspired by David Cooperrider
The Profile of the Future Project Leader:
THE REFLECTIVE PRACTITIONER
Reflective practice is the capacity to reflect on action so as to engage in a process of continuous learning, which is one of the defining characteristics of professional practice. It involves paying critical attention to the practical values and theories which inform everyday actions, by examining practice reflectively and reflexively. This leads to developmental insight, and reflective practice provides a tremendous development opportunity to transform from project manager to project leader. In the end it's all about people, and consequently it's all about presence.
Inspired by Donald A. Schön
Continuous Education at DTU Management Engineering:
JOIN THE MOVEMENT…
Design and Management of Network Projects: Class 2 (2012-2013)
Thank You!