protecting2
TRANSCRIPT
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PROTECTING YOUR PROJECT MANAGEMENT CAREER
Understanding the Planning Fallacy, Complexity, and the Soul of Project
Management
Dr John Hogan PhD
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THAT’S A MOUTHFUL-WHAT DO WE MEAN BY THESE TERMS
PROTECTING YOUR CAREER-
THE PLANNING FALACY-
COMPLEXITY-
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THAT’S A MOUTHFUL-WHAT DO WE MEAN BY THESE TERMS
PROTECTING YOUR CAREER-
THE PLANNING FALACY-
COMPLEXITY-
WE’RE GOING TO BE SELFISH IN THIS PRESENTATION. A STAKEHOLDER WILL BE THOUGHT OF AS ANYONE WHO HAS A SAY ON WHETHER YOU ADVANCE IN YOUR CAREER
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THAT’S A MOUTHFUL-WHAT DO WE MEAN BY THESE TERMS
PROTECTING YOUR CAREER-
THE PLANNING FALACY-
COMPLEXITY-
WE’RE GOING TO BE SELFISH IN THIS PRESENTATION. A STAKEHOLDER WILL BE THOUGHT OF AS ANYONE WHO HAS A SAY ON WHETHER YOU ADVANCE IN YOUR CAREER
THE INABILITY OF HUMANS TO TAKE OPTIMISM OUT OF THEIR PLANS
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THAT’S A MOUTHFUL-WHAT DO WE MEAN BY THESE TERMS
PROTECTING YOUR CAREER-
THE PLANNING FALACY-
COMPLEXITY-
WE’RE GOING TO BE SELFISH IN THIS PRESENTATION. A STAKEHOLDER WILL BE THOUGHT OF AS ANYONE WHO HAS A SAY ON WHETHER YOU ADVANCE IN YOUR CAREER
THE INABILITY OF HUMANS TO TAKE OPTIMISM OUT OF THEIR PLANS
THE UNFORSEEN INTERACTION AND EMERGENT BEHAVIOR OF ENTITIES WHICH CAN AFFECT YOUR PROJECT’S OUTCOME
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AND OF COURSE PROJECT MANAGEMENT
THE CREATION OF A NEW AND UNIQUE PRODUCT OR SERVICE OVER A DEFINED PERIOD OF TIME WITH A LIMITED SET OF RESOURCES
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PROJECT MANAGEMENT IS COMPOSED OF PLANNING
AND EXECUTION
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PROJECT MANAGEMENT IS COMPOSED OF PLANNING
AND EXECUTION
-A PROCESS UNDERTAKEN TO PREDICT THE FUTURE
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PROJECT MANAGEMENT IS COMPOSED OF PLANNING
AND EXECUTION
-A PROCESS UNDERTAKEN TO PREDICT THE FUTURE
-COMPLETING TASKS THAT WERE DEFINED IN THE PAST
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DOES ANYONE SEE A PROBLEM HERE?
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HUMANS CANNOT PREDICT THE FUTURE
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WE HAVE THE PLANNING FALLACY(COINED BY NOBEL PRIZE WINNER DANIEL KAHNEMAN IN HIS 2011 BEST SELLER THINKING FAST AND SLOW)
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WE HAVE THE PLANNING FALLACY(COINED BY NOBEL PRIZE WINNER DANIEL KAHNEMAN IN HIS 2011 BEST SELLER THINKING FAST AND SLOW)
PROJECT TEAMS ARE EMOTIONALLY AND POLITICALLY DRAWN TO PORTRAYING THE BEST CASE SCENARIO FOR THEIR COST AND SCHEDULE PERFORMANCE AS THE MOST LIKELY (THE INSIDE VIEW)
WHILE
IGNORING THE PERFORMANCE DATA FROM ALL OTHER PROJECTS IN THEIR REFERENCE CLASS (THE OUTSIDE VIEW)
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WE HAVE THE PLANNING FALLACY(COINED BY NOBEL PRIZE WINNER DANIEL KAHNEMAN IN HIS 2011 BEST SELLER THINKING FAST AND SLOW)
PROJECT TEAMS ARE EMOTIONALLY AND POLITICALLY DRAWN TO PORTRAYING THE BEST CASE SCENARIO FOR THEIR COST AND SCHEDULE PERFORMANCE AS THE MOST LIKELY (THE INSIDE VIEW)
WHILE
IGNORING THE PERFORMANCE DATA FROM ALL OTHER PROJECTS IN THEIR REFERENCE CLASS (THE OUTSIDE VIEW)
FOR EXAMPLE
THE AVERAGE COST/SCHEDULE OVERRUN FOR THE 98 MAJOR DEFENSE ACQUISITION PROGRAMS IS $40B/22 MONTHS
YET, EACH NEW DoD PROJECT TEAM BELIEVES (AND CONVINCES CONGRESS) THEIR INITIATIVE WILL BE DIFFERENT
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WE HAVE COMPLEXITY(SEE A LEADER’S FRAMEWORK FOR DECISION MAKING BY DAVID J. SNOWDEN AND MARY E. BOONE IN THE 2007 HARVARD BUSINESS REVIEW)
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WE HAVE COMPLEXITY(SEE A LEADER’S FRAMEWORK FOR DECISION MAKING BY DAVID J. SNOWDEN AND MARY E. BOONE IN THE 2007 HARVARD BUSINESS REVIEW)
PROJECT MANAGEMENT BY ITS DEFINITION RESULTS IN UNIQUE PRODUCTS OR SERVICES-PRODUCTS OR SERVICES THAT PREVIOUSLY DID NOT EXIST
IF THESE PRODUCTS OR SERVICES INTERACT WITH OTHER COMPONENTS, ALREADY DEVELOPED OR IN DEVELOPMENT, THE PROACTIVE PROJECT MANAGER MUST BE AWARE OF THESE INTERACTIONS
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WE HAVE COMPLEXITY(SEE A LEADER’S FRAMEWORK FOR DECISION MAKING BY DAVID J. SNOWDEN AND MARY E. BOONE IN THE 2007 HARVARD BUSINESS REVIEW)
PROJECT MANAGEMENT BY ITS DEFINITION RESULTS IN UNIQUE PRODUCTS OR SERVICES-PRODUCTS OR SERVICES THAT PREVIOUSLY DID NOT EXIST
IF THESE PRODUCTS OR SERVICES INTERACT WITH OTHER COMPONENTS, ALREADY DEVELOPED OR IN DEVELOPMENT, THE PROACTIVE PROJECT MANAGER MUST BE AWARE OF THESE INTERACTIONS
IF THE INTERACTING COMPONENTS PROCESS INFORMATION IN A SOPHISTICATED FASHION ADAPTATION AND SELF-ORGANIZING BEHAVIORS CAN EMERGE THAT HAVE AN UNPREDICTABLE IMPACT ON A PROJECT’S COST, SCHEDULE, OR FUNCTIONALITY
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WE HAVE COMPLEXITY(SEE A LEADER’S FRAMEWORK FOR DECISION MAKING BY DAVID J. SNOWDEN AND MARY E. BOONE IN THE 2007 HARVARD BUSINESS REVIEW)
PROJECT MANAGEMENT BY ITS DEFINITION RESULTS IN UNIQUE PRODUCTS OR SERVICES-PRODUCTS OR SERVICES THAT PREVIOUSLY DID NOT EXIST
IF THESE PRODUCTS OR SERVICES INTERACT WITH OTHER COMPONENTS, ALREADY DEVELOPED OR IN DEVELOPMENT, THE PROACTIVE PROJECT MANAGER MUST BE AWARE OF THESE INTERACTIONS
IF THE INTERACTING COMPONENTS PROCESS INFORMATION IN A SOPHISTICATED FASHION ADAPTATION AND SELF-ORGANIZING BEHAVIORS CAN EMERGE THAT HAVE AN UNPREDICTABLE IMPACT ON A PROJECT’S COST, SCHEDULE, OR FUNCTIONALITY
FOR EXAMPLE
THE JAVA PROGRAMMING LANGUAGE WAS ORIGINALLY TARGETED FOR INTERACTIVE TV. THE DIGITAL CABLE INDUSTRY AT THAT TIME WAS NOT ABLE TO APPLY THIS TECHNOLOGY, BUT THE NEWLY EMERGING INTERNET WAS. THE NETSCAPE BROWSER ADOPTED JAVA AND THE REST IS HSTORY.
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HOW DOES THIS INABILITY TO PREDICT THE FUTURE AFFECT YOUR CAREER PROSPECTS?
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HOW DOES THIS INABILITY TO PREDICT THE FUTURE AFFECT YOUR CAREER PROSPECTS?
YOU MAY BE HELD RESPONSIBLE WHEN THE FUTURE DOES NOT TURN OUT THE WAY YOUR STAKEHOLDERS HAD HOPED
SO LET’S TAKE A CLOSER LOOK AT PLANNING AND EXECUTION
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IN THE PLANNING PHASE WE JUGGLE THE BALLS OF FUNCTIONALITY COST AND SCHEDULE UNTIL WE HAVE AN EXECUTABLE BASELINE -at least we think it is
BASELINE
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THE BASELINE IS NO MORE THAN THE CONCENSUS OPINION (AMOUNG OURSELVES AND OUR STAKEHOLDERS) OF WHAT THE FUTURE WILL BE
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THE STAKEHOLDERS WATCH US AND OFFER THEIR OPINION ON OUR ABILITY TO BUILD THIS BASELINE
BASELINE
Nice job
Very thorough
Nice suit
Can I leave now
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BUSINESS PROPOSITION BUSINESS ENVIRONMENT
COST
SCHEDULESCOPE
THE FUTURE COMES SOONER THAN WE THINK AND IN THE EXECUTION PHASE JUGGLING BALLS TURNS INTO JUGGLING CHAINSAWS AND THE TERRA FIRMA OF THE PLAN BECOMES THE REAL WORLD -you’re a little more interesting to watch now
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AND NOW THE STAKEHOLDERS BECOME MORE ANIMATED
BUSINESS PROPOSITION BUSINESS ENVIRONMENT
COST
SCHEDULE
SCOPE
Who decided that
That’s gonna cost us
What were you thinking
Where’s the leadership been on this project
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IF THE CHAINSAWS ARE TAKING SIGNIFICANT CHUNKS OUT OF FUNCTIONALITY, SCHEDULE PERFORMANCE, OR ROI A DECISION MUST BE MADE ABOUT OUR PROJECT MANAGER
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IF THE CHAINSAWS ARE TAKING SIGNIFICANT CHUNKS OUT OF FUNCTIONALITY, SCHEDULE PERFORMANCE, OR ROI A DECISION MUST BE MADE ABOUT OUR PROJECT MANAGER SEND HIM OR HER BACK FOR MORE PROJECT
MANAGEMENT TRAINING-THE PLAN MUST HAVE BEEN INADEQUATE IN THE FIRST PLACE
ORMAINTAIN CONFIDENCE IN OUR PROJECT MANAGER FIGHTING IT OUT IN BUSINESS ARENA
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THIS CONFIDENCE WILL BE PLACED IN THE PROJECT MANAGER IF HE OR SHE CONVEYS THE FOLLOWING CORE BELIEF
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THIS CONFIDENCE WILL BE PLACED IN THE PROJECT MANAGER IF HE OR SHE CONVEYS THE FOLLOWING CORE BELIEF
AS A PROJECT MANAGER I AM NOT ACCOUNTABLE FOR FOLLOWING A PROCESS
AS A PROJECT MANAGER I AM ACCOUNTABLE FOR BUILDING A UNIQUE PRODUCT OR SERVICE THAT DELIVERS THE PROMISE OF THE BUSINESS CASE
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THIS CORE BELIEF (WHICH I VIEW AS THE SOUL OF PROJECT MANAGEMENT) DRIVES THE PROJECT MANAGER TO MASTER THESE FIVE SKILLS
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THIS CORE BELIEF (WHICH I VIEW AS THE SOUL OF PROJECT MANAGEMENT) DRIVES THE PROJECT MANAGER TO MASTER THESE FIVE SKILLS
STRATEGIC THINKINGDECISION MAKINGINFLUENCINGNEGOTIATIONEMOTIONAL INTELLIGENCE
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STRATEGIC THINKINGFIRST OF ALL IT’S NOT STRATEGIC PLANNING (PUT THAT TEXTBOOK AWAY.)WE’RE AT THE POINT WHERE THE PLAN ISN’T WORKING
AT THIS POINT A PROJECT LEADER (AS OPPOSED TO MANAGER) MUST EMERGE WHO WILL START IDENTIFYING ISSUES WITH:
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STRATEGIC THINKINGFIRST OF ALL IT’S NOT STRATEGIC PLANNING (PUT THAT TEXTBOOK AWAY.)WE’RE AT THE POINT WHERE THE PLAN ISN’T WORKING
AT THIS POINT A PROJECT LEADER (AS OPPOSED TO MANAGER) MUST EMERGE WHO WILL START IDENTIFYING ISSUES WITH:
COST ……….NO!
SCHEDULE ……….NO!
RESOURCE ALLOCATION ……….NO!
FUNCTIONALITY ……….NO!
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STRATEGIC THINKINGFIRST OF ALL IT’S NOT STRATEGIC PLANNING (PUT THAT TEXTBOOK AWAY.)WE’RE AT THE POINT WHERE THE PLAN ISN’T WORKING
AT THIS POINT A PROJECT LEADER (AS OPPOSED TO MANAGER) MUST EMERGE WHO WILL START IDENTIFYING ISSUES WITH:
COST ……….NO!
SCHEDULE ……….NO!
RESOURCE ALLOCATION ……….NO!
FUNCTIONALITY ……….NO!
OPTIMIZING THE BUSINESS PROPOSITIONTHAT INITIATED THIS PROJECT IN THE FIRST PLACE YES!!!
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THESE FIRST ISSUES ARE OBVIOUSLY IMPORTANT BUT THE SAVVY PROJECT LEADER WILL ADDRESS THEM ON THE WAY TO OPTIMIZING THE PROJECT’S BUSINESS PROPOSITION
ORGANIZATIONS VIEW PERFORMANCE THROUGH THE PRISM OF THEIR BUSINESS PROPOSITION-DON’T FORGET THIS FACT OF LIFE
A PROJECT’S BUSINESS PROPOSITIONS IS CONVEYED THROUGH A CRISP GOAL STATEMENT-WHO, WHAT, WHEN, WHERE, AND WHY
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PROJECT CONFUSION
A GOOD GOAL STATEMENT IS LIKE A HORSESHOE MAGNET PLACED UNDER A PIECE OF PAPER SUPPORTING RANDOM IRON FILINGS
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GOAL STATEMENT
PROJECT CONFUSION
A GOOD GOAL STATEMENT IS LIKE A HORSESHOE MAGNET PLACED UNDER A PIECE OF PAPER SUPPORTING RANDOM IRON FILINGS
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GOAL STATEMENT
STAKE HOLDER ALIGNMENT
A GOOD GOAL STATEMENT IS LIKE A HORSESHOE MAGNET PLACED UNDER A PIECE OF PAPER SUPPORTING RANDOM IRON FILINGS
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THE FILINGS BECOME ALIGNED WITH THE HORSESHOE MAGNET
MAKE SURE YOUR PROJECT’S GOAL STATEMENT IS AS STRONG AS THAT MAGNET IN ALIGNING YOUR STAKEHOLDERS TO THE PROJECT’S GOAL
BASE YOUR STRATEGIC THINKING OFF OF IT
ESPECIALY THE “WHY”
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DECISION MAKING HAS TWO COMPONENTS
MAKE THE RIGHT DECISION
WORTH 40%
MAKE THE DECISION RIGHT
MEANING?
CLEARLY AND UNAMBIGUOUSLY COMMUNICATED AND IMPLEMENTED
WORTH 60%
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DECISION MAKING HAS TWO COMPONENTS
MAKE THE RIGHT DECISION
WORTH 40%
MAKE THE DECISION RIGHT
MEANING?
CLEARLY AND UNAMBIGUOUSLY COMMUNICATED AND IMPLEMENTED
WORTH 60%
HOW MANY TIMES HAVE YOU HEARD (OR SAID) “THE RIGHT HAND DOESN’T KNOW WHAT THE LEFT IS DOING”
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DECISION MAKING HAS TWO COMPONENTS
MAKE THE RIGHT DECISION
WORTH 40%
MAKE THE DECISION RIGHT
MEANING?
CLEARLY AND UNAMBIGUOUSLY COMMUNICATED AND IMPLEMENTED
WORTH 60%
HOW MANY TIMES HAVE YOU HEARD (OR SAID) “THE RIGHT HAND DOESN’T KNOW WHAT THE LEFT IS DOING”
DO NOT LET THAT BE YOUR LEGACY
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INFLUENCING SKILLSACCORDING TO THE EXPERTS THE MOST IMPORTANT IS RECIPROCITY
GO OUT OF YOUR COMFORT ZONE TO HELP OTHERS
MEANING?
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INFLUENCING SKILLSACCORDING TO THE EXPERTS THE MOST IMPORTANT IS RECIPROCITY
GO OUT OF YOUR COMFORT ZONE TO HELP OTHERS
MEANING?
AND THEY WILL RETURN THE FAVOR WHEN YOU NEED THEIR SUPPORT
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NEGOTIATING SKILLS
DO YOUSELF A FAVOR AND READ “GETTING TO YES” FROM THE GUYS AT HARVARD
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NEGOTIATING SKILLS
DO YOUSELF A FAVOR AND READ “GETTING TO YES” FROM THE GUYS AT HARVARD
Learn what BATNA isthe “Best Alternative to a Negotiated Agreement”and get better results when you negotiate
Learn the difference between Interests and Positions and start collaborating instead of compromising
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EMOTIONAL INTELLIGENCE
THEY SAY IN BUSINESS IT’S NOT WHAT YOU KNOW, BUT WHO YOU KNOW
THEY’RE RIGHT
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EMOTIONAL INTELLIGENCE
THEY SAY IN BUSINESS IT’S NOT WHAT YOU KNOW, BUT WHO YOU KNOW
THEY’RE RIGHT
SO START WITH YOURSELF
IT’S THE FOUNDATION OF EMOTIONAL INTELLIGENCE
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LET’S TAILOR EMOTIONAL INTELLIGENCE TO THE WORLD OF PROJECT MANAGEMENT
YOU
AWAR
ENES
S DO YOU THRIVE IN THE ARENA OF PROJECT EXECUTION
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LET’S TAILOR EMOTIONAL INTELLIGENCE TO THE WORLD OF PROJECT MANAGEMENT
YOU
AWAR
ENES
S DO YOU THRIVE IN THE ARENA OF PROJECT EXECUTION
CAN YOU CONTROL AND CONVEY YOUR EMOTIONS TO EXPLOIT THE SITUATION AT HAND
CON
TRO
L
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LET’S TAILOR EMOTIONAL INTELLIGENCE TO THE WORLD OF PROJECT MANAGEMENT
YOU
AWAR
ENES
S DO YOU THRIVE IN THE ARENA OF PROJECT EXECUTION
CAN YOU CONTROL AND CONVEY YOUR EMOTIONS TO EXPLOIT THE SITUATION AT HAND
CON
TRO
L
CAN YOU READ STAKEHOLDERS TO ANTICIPATE THEIR LOSS OF CONFIDENCE IN THE CURRENT PLAN
OTHERS
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LET’S TAILOR EMOTIONAL INTELLIGENCE TO THE WORLD OF PROJECT MANAGEMENT
YOU
AWAR
ENES
S DO YOU THRIVE IN THE ARENA OF PROJECT EXECUTION
CAN YOU CONTROL AND CONVEY YOUR EMOTIONS TO EXPLOIT THE SITUATION AT HAND
CON
TRO
L
CAN YOU READ STAKEHOLDERS TO ANTICIPATE THEIR LOSS OF CONFIDENCE IN THE CURRENT PLAN
CAN YOU BRING STAKEHOLDERS TO THE CONCENSUS THAT YOUR WAY FORWARD IS THE BEST
OTHERS
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SO IN SUMMARY IF YOU WANT TO PROTECT YOU CAREER AS A PROJECT MANAGER
PAY ATTENTION TO THE STANDARD PLANNING ARTIFACTS AND MASTER THEIR APPLICATION
BUT PAY MORE ATTENTION TO (AND GET BETTER AT)
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SO IN SUMMARY IF YOU WANT TO PROTECT YOU CAREER AS A PROJECT MANAGER
PAY ATTENTION TO THE STANDARD PLANNING ARTIFACTS AND MASTER THEIR APPLICATION
BUT PAY MORE ATTENTION TO (AND GET BETTER AT)
STRATEGIC THINKINGDECISION MAKINGINFLUENCINGNEGOTIATIONEMOTIONAL INTELLIGENCE
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MY CURRENT AVOCATION IS TEACHING PROJECT MANAGEMENT AND FACILITATING DISCUSSIONS ABOUT ITS APPLICATION. I’D BE INTERESTED IN YOUR IDEAS FOR PROTECTING AND ADVANCING PROJECT MANAGEMENT CAREERS. PLEASE CONTACT ME ON LINKEDIN OR AT THE EMAIL BELOW
Dr John [email protected]
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BY THE WAY, THAT BRIDGE OVER MY SHOULDER
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BY THE WAY, THAT BRIDGE OVER MY SHOULDER
PLANNED BY JOHN ROEBLING AND HIS SON WASHINGTON ROEBLING TO TAKE 5 YEARS TO DESIGN AND BUILD
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BY THE WAY, THAT BRIDGE OVER MY SHOULDER
PLANNED BY JOHN ROEBLING AND HIS SON WASHINGTON ROEBLING TO TAKE 5 YEARS TO DESIGN AND BUILD JOHN DIED WHILE SURVEYING THE SITE
WASHINGTON WAS INCAPACITATED BY DECOMPRESSION SICKNESS JUST AS CONSTRUCTION STARTED
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BY THE WAY, THAT BRIDGE OVER MY SHOULDER
PLANNED BY JOHN ROEBLING AND HIS SON WASHINGTON ROEBLING TO TAKE 5 YEARS TO DESIGN AND BUILD JOHN DIED WHILE SURVEYING THE SITE
WASHINGTON WAS INCAPACITATED BY DECOMPRESSION SICKNESS JUST AS CONSTRUCTION STARTED
THE PROJECT WAS EXECUTED OVER THE NEXT 14 YEARS BY EMILY WARREN ROEBLING- THE WIFE OF WASHINGTON
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EMILY WARREN ROEBLING IS MY MODEL FOR LASTING PROJECT EXECUTION