APM Corporate
Partners Forum
Birmingham Town Hall
Welcome!

Introduction
Richard Young
Consulting Editor,
Project Magazine

Introduction
Sara Drake
CEO, APM

Caffeine Rush
Regional Roundtable findings
with Richard Young

APM Corporate
Partners Forum
Lessons from listening

Meet the ingenue…
• Richard Young, consulting editor of Project
• A year ago, I knew little about the PM
discipline…
• …but I am an ‘accidental project manager’…
• …and hosting discussion groups for PMs has
been an eye-opener

Project management London

London: the board agenda
• Clarity on sponsor or ‘project champion’ is key
• Softer skills such, emotional intelligence and
personality matter
• Use digital tools to deliver timely information
• Don’t be afraid to deliver the bad news
• Talk the board’s language
“The typical relationship with the board tends to
be ‘come and explain yourself’ when something
has gone wrong.”

Project management Bristol

Bristol: planning in a disruptive age
• Information and data are not always intelligence
• Do the simple stuff correctly
• Blend agile with other PM techniques
• Develop confidence in making decisions
• PM needs leadership, especially as processes automate
“Agile is often shorthand for ‘quicker and cheaper’. There’s a
danger of if everyone runs off to do ‘agile’ in their own
way.”

Project management Leeds

Leeds: where next for the PM
profession?
• Skills shortages
• Need for young talent
• Beyond engineering, towards dedicated PM
• Sell major projects
• Agile and tech must be married to professionalism
“What it all boils down to is delivering change at pace.”

What I learned…
• PM has always been disciplined and professional,
but must continue to be more so
• PM gains from the involvement of different
professions, but needs a core of dedicated PM
professionals
• Alongside core skills, PM – like all professions –
increasingly needs soft skills such as influencing,
communication and EI
• Career structures are essential – including
mentoring, coaching, training and development

David Rowan
The game has changed -
The trends shaping 2018 and
beyond

Coffee &
Networking

Fireside Chat
David Rowan interviews
Tim Banfield
Pam Gregory
Naaman Tammuz

Lunch

Welcome back

Dr Mark Batey
Adding Value : Creativity &
Innovation

Dr Mark Batey CPsychol AFBPsS
• Creativity, Innovation & Leadership specialist – Alliance
Manchester Business School
• BBC, FT, Forbes, The Times, The Independent, The Telegraph,
The Guardian, The Moscow Times, Wall Street Journal, Gulf
News, South China Post, etc.
• AB InBev, Bank of America, Bao Steel, BBC, BP, Channel 4,
G4S, Industrial & Commercial Bank of China, JC Decaux,
Johnson & Johnson, Reading Football Club, Rolls-Royce, Sony
Music Entertainment, Suez, SyCo TV, Tesco, Thales, United
Utilities, Zain and Zurich

Dr Mark Batey CPsychol AFBPsS

Dr Mark Batey CPsychol AFBPsS
@markbatey
@drmarkbatey

Objective
• Learn new tools and feel confident to use
them again
• Apply the new tools to an Innovation
Challenge

• Learn new tools and feel confident to use
them again
• Apply the new tools to an Innovation
Challenge
• Learn new tools to add to Brainstorming
Objective

Outline
• 5 key principles for creativity and innovation
• What will it look like?
• Apply new tools to your innovation challenge

Outline
• 5 key principles for creativity and innovation
• What will it look like?
• Apply new tools to your innovation
challenge
• Attempt to keep up!

Creativity is the capacity to develop ideas
to solve problems and take advantage of
opportunities
Innovation is the application of
creativity that leads to
a new and useful concept, product,
service or process

Key concepts
1. Connections
2. Chain Reactions
3. Strength in Diversity
4. Strengths are Weaknesses Too
5. The Creative Problem Solving
Process

Connections

Chain Reactions

Strength
in
Diversity

Strengths are Weaknesses
Too

Creative
Problem
Solving
Process
Accumulation
Generation
Evaluation
Incubation

Creative
Problem
Solving
Process
The Creative Problem Solving Process+ 4 Tools
1. Kipling Method
2. Picturestorming
3. Attribute Listing
4. Dot Voting
!
!
Accumulation
Generation
Evaluation
Incubation

The challenge

Kipling method – to gain insight

Picture & Brainstorming –
to get the ‘big idea’

Dot Voting – to quickly evaluate

Attribute Listing – to get into the detail

Your
Innovation
Challenge

Your Innovation Challenge
Choose 1
How to improve communication and understanding in a ‘team’
of often remote, diverse stakeholders?
How to add value when much of the work of a project manager
can be automated?
How to find the balance between the need to experiment and
innovate with the need to 'get it right first time’?

Outline
• 5 key principles for creativity and
innovation
• What does it look like?
• Apply new tools to your innovation
challenge

Creative
Problem
Solving
Process

I have six honest serving men
They taught me all I knew
I call them What and Where
and When
And How and Why and Who
Kipling method – for insight

Kipling method – for insight
What
What is the problem?
What is going on?
What have we tried?
What have we
assumed?
What if we do nothing?
Where
Where does it happen?
Where should we start?
Where is the risk?
Where should we
avoid?
Where will we find
inspiration?
When
When does it happen?
When doesn’t it?
When is it crucial?
When should we start?
When must we finish?
How
How can we avoid this?
How can we be faster?
How can we do it?
How to cascade?
How to ensure viability?
Why
Why important?
Why do it at all?
Why us?
Why is this an issue?
Why now?
Who
Who is responsible?
Who is implicated?
Who is effected?
Who needs to know?
Who can we talk to?
Write the ‘key’ answers
onto a separate sheet

What
What is the problem?
What is going on?
What have we tried?
What have we
assumed?
What if we do nothing?
Where
Where does it happen?
Where should we start?
Where is the risk?
Where should we
avoid?
Where will we find
inspiration?
When
When does it happen?
When doesn’t it?
When is it crucial?
When should we start?
When must we finish?
How
How can we avoid this?
How can we be faster?
How can we do it?
How to cascade?
How to ensure viability?
Why
Why important?
Why do it at all?
Why us?
Why is this an issue?
Why now?
Who
Who is responsible?
Who is implicated?
Who is effected?
Who needs to know?
Who can we talk to?
Write the ‘key’ answers
onto a separate sheet
questions here answers here
Kipling method – for insight

Creative
Problem
Solving
Process
GENERATION – PICTURESTORMING
!
!
!
!
!
!
1. Kipling Method
2. Picturestorming
3. Attribute Listing
4. Dot Voting
!
!
Accumulation
Generation
Evaluation
Incubation

Picture & Brainstorming – to get the
‘Big idea’
• Use to identify key broad themes – “What’s the Big Idea?”
• Spend 2 minutes on your own writing or drawing lots of pictures for
ideas, solutions and suggestions for the challenge
• Taking turns, each person shows one of their pictures and explains
what it means. Put the idea onto flipchart paper. Do not evaluate!
• Go around the group sharing one idea/picture at a time
• You might create clusters or themes
• Keep generating more options and ideas – what more can you add?
• You will need to do a quick vote to identify what to work on next

• Use to identify key broad themes – “What’s the Big Idea?”
• Spend 2 minutes on your own writing or drawing lots of pictures for
ideas, solutions and suggestions for the challenge
• Taking turns, each person shows one of their pictures and explains what
it means. Put the idea onto flipchart paper. Do not evaluate!
• Go around the group sharing one idea/picture at a time – collect
duplicate ideas
• You might create clusters or themes
• Keep generating more options and ideas – what more can you add?
• You will need to do a quick vote to identify what to work on next
Picture & Brainstorming – to get the ‘Big idea’

Creative
Problem
Solving
Process
GENERATION _ ATTRIBUTE
!
!
!
!
!
1. Kipling Method
2. Picturestorming
3. Attribute Listing
4. Dot Voting
!
!
Accumulation
Generation
Evaluation
Incubation

Attribute listing
Make sure you have
chosen
1 ‘Big Idea’

Attribute listing – to get into the
detail
Write down what you
know...
What you already do
or…
What you would do
Get into the detail
THEN… What could be
different?
Don’t accept your
first connections
Use the diversity in
the group
Don’t evaluate

Attribute listing – to get into the detail
• Use this tool to ‘get into the detail’ of the ‘Big Idea’
• First, write down everything that you know about the ‘Big Idea’ in the
left hand column. Sometimes, you might need to write down lots of
details – avoid broad categories if you can
• After completing the ‘know’ column, write down in the right hand
column all the ways that it could be different. Remember, do not
evaluate at this stage
• Continue to work together in a group to build on your ideas. You
might combine or cluster different ideas together
• You will need to do a quick vote to identify what to share with the
other groups

Creative
Problem
Solving
Process
EVAUATION
!
1. Kipling Method
2. Picturestorming
3. Attribute Listing
4. Dot Voting
!
!
Accumulation
Generation
Evaluation
Incubation

Dot voting
• Decide what the criterion for voting should be (e.g. most innovative)
• Select the number of votes that each member of the group will have to
use. Typically this will be between 3 and 5 votes per group member
• Everybody grab a pen and use a dot to register your vote
• You can vote for a single idea or spread out votes evenly
• What got the most votes?
• Sometimes you might want to repeat the process multiple times, using
a different criterion each time
• Now decide what to do next. You might need to accumulate more
insight, generate even more options or move to implementation.

Whatnext?
Adding Value: Fostering Creativity and Innovation
By Dr Mark Batey
Coaching leaders and teams
Helping teams develop strategies and new products
Management events and speaker
Helping organisations shape culture for creativity and
innovation

Coffee &
networking

Sarah Coleman:
The evolution of Project
Leadership

Project Leadership
Sarah Coleman
Director, Business Evolution Ltd
Fellow and former NED, Association for Project Management
Chartered Fellow, Chartered Management Institute
Visiting Fellow, Cranfield University
Author “Project Leadership” (Gower, 2015)
“Organizational Change Explained” (Kogan Page, 2017)

Born to lead?

Attila’s leadership competency framework…
• Loyalty
• Courage
• Desire
• Emotional stamina
• Physical stamina
• Empathy
• Decisiveness
• Anticipation
• Timing
In order to skilfully lead our nation, we must have chieftains who possess,
among others, the following essential qualities, which through experience
become mastered skills:
• Competitiveness
• Self-confidence
• Accountability
• Responsibility
• Credibility
• Tenacity
• Dependability
• Stewardship
Source: Roberts, W (1987) The Leadership Secrets of Attila the Hun, Warner Books Inc

Questions …..
• What project leadership competencies does your organisation
prize?
• Which of these are over and above competencies for:
– Project management
– Functional leadership?
• What’s the extra essence that project leaders/leadership
brings to the organisation?

 resides with specific
individuals
 linked to & validated by
formalised role, title,
hierarchy
 centralised, command &
control
 the “lone”/maverick hero
 unconscious bias?
Traditional vs New views of leadership …..

New types of leadership …..
New schools of thought in leadership emphasise
the social and ethical behaviour of leaders:
• emotionally intelligent leadership
• servant leadership
• authentic leadership
• collaborative leadership
• incomplete leadership
• Etc.
Source: www.hbr.org/2017/09/bruce-springsteen-artful-leadership-and-what-rock-star-bosses-do

IQ: 120 EQ: 0

What makes the difference?Need Description: looking for Shadow side: under stress
Certainty Familiar, secure, safe, equilibrium Excessively rigid, inflexible. Details and
specifics become important for a sense
of control
Variety Stimulating, new challenges,
invigorating, exciting
Bored, unable to focus, disengaged,
disruptive
Significance Feeling heard, valued, recognized,
respected
Demanding, overbearing; withdrawn,
moody
Love &
Connection
Part of a team, supported, sharing
challenge, not alone
Sharing negative feelings so impacting
others’ energy levels and attitudes
Growth Learning, evolving, discovering,
interested, curious
Bored, challenged to focus, stagnating
Contribution Making a difference, giving, thinking
outside of own needs
Loss of sense of purpose, lose the
bigger picture

….. implications for behaviours
For the future ……

For the future …..
• What do you anticipate your project
leaders will need to do differently?
• What will you need to do differently to
accommodate the new generation of
project leaders?

Neil Snowball
From Theory to Application :
Project Management in
action

Richard Young &
Neil Snowball
Q&A

Corporate Partners Forum
Wrap Up
with Richard Young

Thank you for your time,
energy & participation!