This two day virtual conference, hosted by the APM South East Branch, was aimed at students and new project managers outside of the UK. The programme shared latest methodologies and practices in project management, and offered attendees an opportunity to network with peers from a variety of geographical regions. Topics included agile project management; leadership and risk management and entrepreneurship and innovation.  This webinar was held on 15 and 16 March 2023. Hosts:  Abdul Moiz Mitang Malani Oke (Michael) Olanrewaju Speakers: Marlo Clarke Mitang Malani Hina Nisar Sadouzai Thomas Walenta https://www.apm.org.uk/news/international-conference-on-project-management-webinar/

1. ENTREPRENEURSHIP AND
INNOVATION IN PROJECTS
BY
HINA NISAR SADOUZAI

2. ORIGINATION OF ENTREPRENEURSHIP

3. INDUSTRIAL REVOLUTION AND ENTREPRENEURSHIP
1. THE FIRST INDUSTRIAL REVOLUTION: FROM AGRICULTURE TO INDUSTRY
2. THE SECOND INDUSTRIAL REVOLUTION: ELECTRICITY, GAS AND OIL
3. THE THIRD INDUSTRIAL REVOLUTION: ELECTRONICS, THE INTERNET AND NUCLEAR ENERGY
4. THE FOURTH INDUSTRIAL REVOLUTION: INTERCONNECTED TECHNOLOGIES AND RENEWABLE
ENERGY
5. THE ENTREPRENEURIAL ERA TODAY

4. HOW MANY OF THEM ARE YOU FAMILIAR OF?

6. WHO ARE ENTREPRENEURS?
• A PORTABLE MINDSET
• FOCUS ON RESULTS/NOT STATUS
• COMMIT TO CONTINUOUS LEARNING
• BE FLEXIBLE/NOT RIGID
• PROMOTE A SPIRIT OF COOPERATION
• LOOK FOR REWARD/NOT SALARY
• NO AGE FACTOR

7. ENTREPRENEUR VS PROJECT MANAGER
• SENSE OF SELF
• DEAD IN WATER
• TRAIL AND ERROR

8. PARADIGM SHIFT
• PERSONAL RESPONSIBILITY VERSUS SHARED RESPONSIBILITY
• BUILDING TEAM VERSUS ACQUIRING TEAM
• COGNITION VERSUS RELIANCE

9. EMERGING ENTREPRENEURIAL TRAITS FOR PM
• INNOVATIVENESS
• RISK TAKING
• PROACTIVENESS
• COMPETITIVE AGGRESSIVENESS
• AUTONOMY

10. CHALLENGES
• RISK. MANY PROJECT MANAGERS OPERATE IN RISK-AVERSE ORGANIZATIONS, WHERE BEST
PRACTICE IS VALUED ABOVE NEW IDEAS.
• LACK OF KNOWLEDGE. THE TOOLS NEEDED TO INNOVATE EFFECTIVELY ARE NOT WIDELY
KNOWN OR UNDERSTOOD—AND IN FACT, ARE ACTIVELY MISUNDERSTOOD—BY MANY
ORGANIZATIONS.
• LACK OF TIME. THE TACTICAL DEMANDS ON A PROJECT MANAGER'S TIME (“FIGHTING FIRES”)
LEAVE LITTLE ROOM FOR INNOVATION AND ROOT CAUSE SOLUTIONS.

11. INNOVATION
• “INNOVATION IS THE PRACTICAL IMPLEMENTATION OF IDEAS THAT RESULT IN THE
INTRODUCTION OF NEW GOODS OR SERVICES OR IMPROVEMENT IN OFFERING GOODS OR
SERVICES.”
• “A NEW METHOD, IDEA, PRODUCT, ETC” OXFORD LANGUAGES

12. PROJECT MANAGER TO IMPROVE RETENTION
• INTERPRETING THE BUSINESS STRATEGY
• ASSESSING FEASIBILITY OF THE OBJECTIVE
• ANALYZING THE CAUSE OF THE PROBLEM
• RECOMMENDING AND/OR INNOVATING A SOLUTION
• FORMULATING A SCOPE OF WORK
• PROGRESSIVELY ELABORATING THE SCOPE OF WORK
• EXECUTING THE PROJECT, MONITORING PERFORMANCE ALONG TRIPLE CONSTRAINT
• ENSURING THE STRATEGIC OBJECTIVES ARE MET

13. BRAINSTORMING 2.0 FOR PROJECT MANAGERS
• GIVE THE BRAIN TIME TO THINK ALONE
• TRY COME-AND-GO BRAINSTORMING
• ENCOURAGE DISCUSSION AND DISSENT
• CONSIDER “BRAINWRITING.

14. INNOVATION AND PRODUCTIVITY IN PROJECTS
• PLAN INNOVATION
• PROCESS INNOVATION
• DESIGN INNOVATION
• STRATEGIC INNOVATION

15. QUESTIONS ?