Driving success through good project management€¦ · Projects and project management. Projects,...
Transcript of Driving success through good project management€¦ · Projects and project management. Projects,...
Professor Alistair Brandon-JonesChaired Professor in Operations and Supply Management
Driving success through good project management
Projects, projects, everywhere!
• Project types– research and development (R&D)– commercial product / service development– capital goods and infrastructure projects – organisational change projects– events
• Sectors– public (e.g. military, universities, health services, etc) – private, – third sector
Time (on time)
Cost (on budget
Quality (on schedule)
Project management as delivering performance and managing trade-offs
Triple Constraint
Model
Have you ever managed a project?
Think of a project that you have coordinated, participated in, or been affected by
Was it a success or a failure? How and why?
Project characteristics
Emergence and
uncertainty
Social construction
Integrating
Temporary
Change
Mission focused
‘Unique’
VolumeLow High
Varie
tyLo
wH
igh
First timers
As… but…
“Paint by numbers”
Ops Management differentiation
Complex project(e.g. Apollo Moon landing; Challenger Space Shuttle)
• Assessing the project’s risks and benefits• Selecting the right PM approach
Simple project(e.g. implement existing phone base station; e-mail system)
Technology
Novelty
Pace
ComplexityArray System Assembly
Derivative
Platform
Breakthrough
Super-high-tech
Medium-tech
High-tech
Low-tech
Regular
Blitz
Fast/competitive
Time-critical
Diamond model differentiation
Technology
Novelty
Pace
Complexity Array System Assembly
Derivative
Platform
Breakthrough
Super-high-tech
Medium-tech
High-tech
Low-tech
Regular
Blitz
Fast/competitive
Time-critical
Airbus 380
Conceptual Phase
Planning Phase
Definition and Design Phase
Conversion Phase
Implementation Phase
Typical resource allocation
Project management as managing process (life cycle)
Project definition and design
Scoping the project
project objectives
deliverables
milestones
technical requirements
limits and exclusions
client review
Breaking down the
work
Assigning responsibility
Clinical (C) + LEAN = CLEAN
Make a list of all the stakeholders in the project
What do you think these different stakeholders want?
The CLEAN Supply Chain
Fauvet’s theory of socio-dynamics can be used to anticipatea player’s role in change (in this case, a project)
Synergy - positive energy that a player has for your projectAntagonism - negative energy a player has for your project
Synergy
Antagonism
A socio-dynamic perspective to stakeholders
Antagonism
Synergy
Zealots
Passives MoanersOpponents
Mutineers
SchismaticsGoldenTriangles
Zealots
• Opponents call them “yesmen”
• Always in agreementwith the project leader
• They won’t compromise
• They often fail tounderstand a lack of commitment
Antagonism
Synergy
Zealots
Passives MoanersOpponents
Mutineers
SchismaticsGoldenTriangles
Golden Triangles
• Their slight antagonismdoes not damage theproject
• Managers often only see the antagonism not thesynergy
• Look for the hiddenpositive behaviour
• A helpful critical perspective at times
Antagonism
Synergy
Zealots
Passives Moaners
Opponents
Mutineers
SchismaticsGoldenTriangles
Waverers
• Seen as time-wasters, ditherers, two-faced, etc.
• Their doubts reflect the doubts of the passivemajority
• They hold considerableinfluence over passives
Antagonism
Synergy
Zealots
Passives Moaners
Opponents
Mutineers
SchismaticsGoldenTriangles
Passives
• Disliked by zealots
• Very discouraging
• Easy to underestimate
• Dislike of uncertainty
• They must ratify change
• They like order
• They respect rules
Antagonism
Synergy
Zealots
Passives Moaners
Opponents
Mutineers
SchismaticsGoldenTriangles
Moaners
•Attend all meetings
• There is no pleasing them
• Use them as an earlywarning of what true opponents will say
• Used for communicating with opponents
• Otherwise ignore them
Antagonism
Synergy
Zealots
Passives Moaners
Opponents
Mutineers
SchismaticsGoldenTriangles
Opponents
• Mistaken for ringleaders:-there are more than you think!
• They cannot be convinced, they must be defeated
• Sensitive to strength
• Agreements will be repudiated as soon as strengths are reversed
Antagonism
Synergy
Zealots
Passives Moaners
Opponents
Mutineers
SchismaticsGoldenTriangles
Mutineers
• A tiny minority
• Psychopathic
Antagonism
Synergy
Zealots
Passives Moaners
Opponents
Mutineers
SchismaticsGoldenTriangles
Schismatics
• Rare
• Unpredictable – you don’t know their position onanything
What interest do they have in the outcome of your work?
What motivates them?
What information do they want from you?
What is the best way of communicating your message to them?
What is their current opinion of your work?
Who influences their opinions? These influencers also stakeholders
What will win them around to support your project?
If you don't think you will be able to win them around, how will you manage their opposition?
Key questions to help understand project stakeholders
Antagonism
Synergy
Zealots
Passives Moaners
Opponents
Mutineers
Schismatics
GoldenTriangles
Ideal Influence and movement
Influence
Movement
Knowledge Project setting
Explicit knowledge
• Explicit, codified knowledge • Transmitted to others by formal teaching or the written word• e.g. Project manuals and guide books
Tacit knowledge
• Learning gained from personal experience• e.g. Firm-specific methods, ‘best ways of doing things’, project skills and teamwork
Individual learning
•Occurs when a person gains experience and knowledge by working on a project
•Changes individual behaviour
Group learning
•Happens when groups of individuals use their collective knowledge and experience to perform project activities
•Creates team-based behaviour, organisational culture and mind-set
Type of knowledge transfer
Vanguard project
Project 2
Project 3Project 5
Project 6
Project 4
Improved performance
Improving project performance over time