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BACK TO SCHOOL (7 of 10)
or… do we need to change project management practices in a big way
things that we need to learn, unlearn or re-learn as fast as we can
and one, more: do we need to go back to the school at all?
GREAT, SO… WHAT HAVE WE
LEARNED SO FAR?
1. command authority naturally
in other words, they don’t need borrowed power to enlist the help of others – they
just know how to do it. They are optimistic leaders who are viewed in a favorable
light and are valued by the organization.
1a. no human resource
management
leader is not a manager. there is a concept of holacracy – management without the
managers. zappos, company of 2.000 ppl, just deleted all people management
functions.
2. know what to note, what to
ignore
the latter is more important since there’s almost always too much data, and rarely
too little. Ignoring the right things is better than trying to master extraneous data.
2a. no formalized communication
and data reporting
if we don’t know the data, and there is no way we can predict the flow, how do we
handle it? welcome to the world of data science where we propose, predict and
model projects as we go
3. set, observe, re-evaluate
they focus and prioritize by handling fewer emails, attending fewer meetings, and
generally limiting their data input.
3a. multiple roles, all the time
we will input more data, in more roles from multiple devices. heck, we will
contribute even if we don’t know that we are contributing (see iot)
4. ask good questions and listen
to stakeholders
great project managers don’t just go through the motions. They care about
communication and the opinions of the parties involved. They are also sufficiently
self-aware to know how their communication is received by those stakeholders.
0.84/100; This is an index measure that
describes the extent to which your
network spans different groups
0.70/100; This is a percentage that
represents the number of ties between
your contacts divided by the total
number of possible ties (i.e. how 'dense'
or closed your network is). As the number
approaches 100, it means that all of your
contacts know each other
0.37/100; This number is a concentration
index that represents how dependent you
are on a few focal contacts
121033.4; This number represents the
number of structural holes, or bridging
opportunities, to which you have
exclusive access. You have exclusive
access to a structural hole if you lie on
the shortest path between two contacts
in your network
4a. participate
crowd is clever enough to give you right answers, even if you don’t ask them. and it
is not only about the stakeholders since you are not sure on the day 1 are they. fast
fwd 100 days into the project, you are still surprised. project team is NOT a project
team.
5. does not use information as a
weapon or means of control
They communicate clearly, completely, and concisely. All the while giving others real
information without fear of what they’ll do with it.
5a. share information for
validation and success
sharing is great validation for ideas. keeping project info under control means lack of free
external, expert consultation
execution is what differentiate you from others, not ideas. or plans. or reports.
6. adhere to the precise
communication schedules
…recognizing that it’s the only deliverable early in a project cycle. All this takes place
after very thorough pre-execution planning to eliminate as many variables as
possible.
6a. no schedules, no reporting
systems will allow you to communicate all the time. it is a question of “wanting to
know more” that leads you to a success of the information delivery
but you need to be able to enable that type of communications
7. passes domain expertise in pm
as applied to a particular field
It’s not just that they have generic project management skills; they have a deep
familiarity with one or multiple fields that gives them a natural authority and solid
strategic insight
7a. particular field applied to
project management
maybe it is time to denominate role of project management and combine skills that
are bound to a particular expert domain. we have project management for public
sector. or for telecom. or for babysitting….
8. exercise independent and fair
consensus-building skills
but they embrace only as much conflict as is absolutely necessary, neither avoiding
nor seeking grounds for control of a particular project segment.
8a. exercise limited and selected
feedback/loop/action
mechanisms
but they embrace only as much conflict as is absolutely necessary, neither avoiding
nor seeking grounds for control of a particular project segment.
9. cultivate and rely on extensive
informal networks
they identify any critical issues that threaten projects and handle them resolutely
(vs. ignoring them)
9a. cultivate and rely on JIT
expert informal networks
but solve everything just in time…
10. look forward to going to
work!
They believe that project management is an exciting challenge that’s critical to
success. The truly great ones view project management as a career and not a job,
and they treat it like so by seeking additional training and education
10a. look forward to going to
work!
They believe that project management is an exciting challenge that’s critical to
success. The truly great ones view project management as a career and not a job,
and they treat it like so by seeking additional training and education
well…
it is easy to go back to the happy places where you feel safe…
PROJECT MANAGEMENT AS A
SCIENCE
SCIENCE OF PROJECT MANAGEMENT
everyone counts (crowd science)
everything counts (data science)
everything you (education science)
everything connected (social science)
everything shared (sharing science)
everything goes (information science)
anytime goes (participation science) …
fun is always welcome (having fun science)