DIS Project ManagementFive mega trends in Project Management

MBA, MMT, Produktionsingeniør

Prince2, IPMA, PM Agile, Belbin, Peopletools, ICF Coach

Årets Danske Projektleder 2006

Johnny H.G. Ryser

Head of Project Management

+45 87 38 74 50 +45 27 62 99 06 jry@d-i-s.dk

Technology Development

Proces development

Management consulting

Greatest Innovation House in DK

CREADIS GmbHDortmund

CREADIS GmbHNürnberg

CREADIS GmbHHamburg

DIS A/SÅrhus

CREADIS A/SOslo

DIS Project Management

Hands on Project

Management

Project Management

consulting

Project Management

Academy

The basics

What is a project (IPMA)?

Project characteristics

One of a kind

Cross organizational

TargetedTime limited

Ressource demanding

The project rocket

Idea Planning Imple-mentation Operation

Project leadership (doing it right)

Project management (doing the right things)

An agile versionProject leadership(do it right)

Project management(do the right things)

Imple-mentationOperationPlan-ning Imple-mentationOperationPlan-ning Imple-mentationOperationPlan-ningIdea

5 Mega Trends

Why

2015

History

1987

1963

1913

History2013198719631913

1856-1915 Frederick W. Taylor

1864-1920 Max Weber

1863-1947 Henry Ford

Eksponential development

Dissappointment

PRojects IN Controlled Environments?

What

1. Effect focus2. Customized project processes3. Human focus4. Intrinsic motivation5. Projects as organization

Product

Proces

Time

Cost Outcome

Learning

Use

Value

Project retrospectives:Evaluating Project Succes, Failure , and Everything in betweenNelson, MIS Quarterly executive Vol.4 No.3 Sept. 2005

1. From product focus to effect focus

What´s in it for us?

How does the world look afterwards?

End point:

1. From product focus to effect focus

Purpose:

Ressources

Why?

Products

Productivity

Efficiency

By what means? How?

Success criteria(SMART)

Succes criteria(SMART)

1. From product focus to effect focus

Deliver more value with less waste

What´s in it for us?

How does the world look afterwards?

End point:Purpose:

Ressources

Why?

Products

Productivity

Efficiency

By what means? How?

Success criteria(SMART)

Succes criteria(SMART)

1. From product focus to effect focus

Project Waste:1. Multi tasking2. Unnecessary

movements3. Over processing4. Over production5. Stocks6. Handovers/

Transitions7. Errors8. Transportation9. Unused potential

What´s in it for us?

How does the world look afterwards?

End point:Purpose:

Ressources

Why?

Products

Productivity

Efficiency

By what means? How?

Success criteria(SMART)

Succes criteria(SMART)

2. From normative project models to customized project processes

Requirement Spec

SW Requirement

s

Analysis

Program design

Coding

Testing

Operations

2. From normative project models to customized project processes

Very

Ser

ious

risks

Man

agea

ble

risks

30 years of research on critical success criteria for projects:

3. From tools focus to human focus

1. The project manager2. The project team3. Strong Commitment from project sponsor(s)4. Early involvement of stakeholders5. Stakeholder approval of project plans6. Ample communications

3. From tools focus to human focus

1. Communication2. Coordination of tasks3. Balance of individual contributions4. One for all, all for one5. Effort6. Cohesion

Critical success criterias for teams:

What do project managers do – 6+1 roleSense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)

Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)

What do project managers do – 6+1 role

Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)

What do project managers do – 6+1 role

Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)

What do project managers do – 6+1 role

Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)

What do project managers do – 6+1 role

Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)

What do project managers do – 6+1 role

Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)

What do project managers do – 6+1 role

Sense makerWeb weaverFlow masterGame masterMotion masterProblem master(Knowledge master)

What do project managers do – 6+1 role

1:5

Projects are made by humans for humans

3. From tools focus to human focus

4. From external to intrinsic motivation

Motivation 2.0:Stick and carrot

Motivation 3.0:Internal motivation

Find food - Complex societies- Industrialisation- Humans as machines

- Autonomy- Coping- Higher purpose

Motivation 1.0:Survival

Motivation 2.0:Outer motivation

Motivation 3.0:Internal motivation

Motivation 1.0:Survival

4. From external to intrinsic motivation

- Instincts - Stick- Carrot

- Autonomy- Coping- Higher purpose

Motivation 2.0:Outer motivation

Motivation 3.0:Internal motivation

Motivation 1.0:Survival

4. From external to intrinsic motivation

- Instincts - Stick- Carrot

- Autonomy- Coping- Higher purpose

Motivation 2.0:Outer motivation

Motivation 3.0:Intrinsic motivation

Motivation 1.0:Survival

4. From external to intrinsic motivation

- Instincts - Stick- Carrot

- Autonomy- Coping- Higher purpose

4. From external to intrinsic motivation

Algoritmic taskPisk og gulerod virker!

Heuristic taskPisk og gulerod virker ikke!

William Kamkwamba”Drengen der

tæmmede vinden”

Bakken har 2 funktioner

Tilsæt pisk og gulerod, og

opgaven tager (meget) længere

tid

4. From external to intrinsic motivation

Algoritmic taskStick & Carrot works

Heuristic taskStick & Carrot doesn work

4. From external to intrinsic motivation

Algoritmic taskStick & Carrot works

Heuristic taskStick & Carrot doesn work

4. From external to intrinsic motivation

Algoritmic taskStick & Carrot works

Heuristic taskStick & Carrot doesn work

5. From projects in silo organizations to projects as organization

Gartner: Disciplone Zero: Teams of Teams

1. Common purpose2. Shared success3. Non-traditional Teams4. Fluid and Dynamic5. Learning Organization6. ”Not Invented Here” is Positive!

Legacy Culture:Silo Apps, Silo Teams

From I-shapet to T-shaped

From static organizations to scalable organizations

Organizing around projects (Oticon, W.L. Gore etc)Communities of practice

1. Effect focus2. Customized project processes3. Human focus4. Intrinsic motivation5. Projects as organization

Questions?

Peter F. Drucker:"Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done"