Oxford Major Programmes Ltd.

Dealers in Hope

Programme Leaders in the

21st Century 02/03/17

Benedict Pinches

Politics

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

Project Management is…

Art

Science Craft

Project

Management

Henry Mintzberg, Managing, 2009

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

PM ‘profession’

Patrick Weaver, The Origins of Modern Project Management, 2007

Buyers

Builders

Users

PM Team

lawyers

special

interest

groups

Government

Regulators

audit

financial

beneficiaries

negative

stakeholders

PR

designersarchitects

consultants

technicians

general public

operators

support

Vision, Team and Culture

‘Outside Eye’

Data

BenefitsStakeholders

Benedict Pinches

Founder and Director

Oxford Major Programmes

Phone: +44 (0) 7956 677 483

Email: ben.pinches@oxmp.co

Twitter: @oxmp

Web: www.oxmp.co

Facebook: http://on.fb.me/PzavIu

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