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Transcript of Dealers in Hope - Programme Leaders in the 21st Century, APM Programme Management SIG Conference...
Oxford Major Programmes Ltd.
Dealers in Hope
Programme Leaders in the
21st Century 02/03/17
Benedict Pinches
Business/Pay
Differential
Since 1 January 2017, the average
FTSE 100 CEO has earned £688,400
High Pay Centre, 11:39 17 February 2017
Three Giant Forces
Technology The Market
Mother Nature
Thomas L Frieman, Thank You For Being Late, 2016
Organisational Context
Frederic Laloux, Reinventing Organisations, 2014
Magic
• Self = centre of universe
• Ritualistic
• Tribes of a few hundred
Impulsive
• Ego = separate from others
• Present focus
• Chiefdoms & proto Empires
Conformist
• Newtonian cause & effect
• Linear time line
• Civilisations & Religions
Achievement
• More = better
• Universe is complex clockwork
• Modern corporations
Pluralistic
• All perspectives deserve equal respect
• Relationships > outcomes
• Family/community
Evolutionary
• Life as a journey
• Self management
• Living systems
+15,000 BC 4,000 BC10,000 BC 1680 AD 1960 AD
Bureaucracy Post-Bureaucracy
Consensus through acquiescence to authority Consensus through institutionalized dialogue
Influence based on formal position Influence through persuasion/personal qualities
Internal trust immaterial High need for internal trust
Emphasis on rules and regulations Emphasis on organisational mission
Information monopolised at top of hierarchy Strategic information shared in organisation
Focus on rules for conduct Focus on principles guideing action
Fixed (and clear) decision making processes Fluid/flexible deicison making processes
Network of specialized functional relationships Communal spirit/friendship groupings
Hierarchical appraisal Open and visible peer review processes
Definite and impermeable boundaries Open and permeable boundaries
Objective rules to ensure equity of treatment Broad public standards of performance
Expectation of constancy Expectation of change
Damian Hodgson, Comparison of Bureaucratic and Post-Bureaucratic Organisations, 2004
What about project
management?
The Iron Triangle
Earned Value
Configuration Management
Value Engineering
Precedence Scheduling
Resource Allocation
Peter Morris, The Management of Projects, 1994. Jon Whitty, Agile is not the End Game, 2013
Waves of Innovation
Water power
Steam
power
Electricity +
internal
combustion
engine
Electronics
aviation
space
Internet
Sustainability
Mobile
Data
Innovation
1785 1845 1900 1950 1990 2010
Industrial
Revolution
Classical
Management
Project
Management
???
Management
2017
adapted from K Hargroves, M Smith, The Natural Advantage of Nations, 2005
Fayol Five Management Functions
Coordinate
Plan
Organise
Command
Control
Henri Fayol, General and Industrial Management, 1916
Systems / Contingency Thinking
©Mark Winter, Manchester Business School
Q
S T
S
O
A
Q
S T
S
O
A S
Principle 3 Principle 4
Principle 2
QuestionWhatis/are?
Situation(uncertain)
N cycles of inquiry and action
SuggestWhatmightbe?
estWhatcouldbe?
T
Toolkit
Action(experimental)
Principle 1
Overseetheprocess
2.Askquestionstolearn(whatis/are?)
3.Suggestrelevantideas(whatmightbe?)
4.Testtheideas(whatcouldbe?)
1.Overseetheprocess(plan,monitoretc)
5.Decideontheaction(whatshouldbe?)
Principle 5
PRISM®Methodology Examples
- problemsolved
- productlaunched
- serviceimproved
- changesmade
- trialconducted
- pilotstudydone
- situationimproved
- etc
5 Guiding Principles
Meetings,workshops,interviews,informaldiscussions,email,socialnetworking,questionnaires,observationetc
Example Methods
Methodology = guiding principles
not a prescriptive step-by-step technique
Not ‘Soft’ but ‘Real’
Adaptability
Consistency
Resilience Hunger to learn
CompassionEmpathy
Competitiveness
Passion for customer service
Emotional intelligence
Endurance
Enthusiasm
Ethical
Etiquette
Friendliness
BalanceDiplomacyMotivation
Self awareness
Self confidence
Humour
Strategic thinker
Tolerance
Focus Decisive
Diligent
EntrepreneurialFacilitation
Goal-setting
Innovative
Listening Tasteful
CreativeCritical thinking
Acceptance
MentoringGood judgement
Charisma
Influence
Inspiring
Negotiation
Presentation
Persuasion
Story telling
Seth Goldin, Medium, 2017
Buyers
Builders
Users
PM Team
lawyers
special
interest
groups
Government
Regulators
audit
financial
beneficiaries
negative
stakeholders
PR
designersarchitects
consultants
technicians
general public
operators
support
Benedict Pinches
Founder and Director
Oxford Major Programmes
Phone: +44 (0) 7956 677 483
Email: [email protected]
Twitter: @oxmp
Web: www.oxmp.co
Facebook: http://on.fb.me/PzavIu
This presentation was delivered
at an APM event
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website www.apm.org.uk/events