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Cbs 5 megatrends

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Cbs 5 megatrends

  1. 1. DIS Project Management Five mega trends in Project Management
  2. 2. 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 GmbH Dortmund CREADIS GmbH Nürnberg CREADIS GmbH Hamburg DIS A/S Århus CREADIS A/S Oslo
  3. 3. DIS Project Management Hands on Project Management Project Management consulting Project Management Academy
  4. 4. The basics
  5. 5. What is a project (IPMA)? Project characteristics One of a kind Cross organizational TargetedTime limited Ressource demanding
  6. 6. The project rocket Idea Planning Imple- mentation Operation Project leadership (doing it right) Project management (doing the right things)
  7. 7. An agile version Project leadership(do it right) Project management(do the right things) Imple- mentati on Operation Plan- ning Imple- mentati on Operation Plan- ning Imple- mentati on Operation Plan- ning Idea
  8. 8. 5 Mega Trends
  9. 9. Why
  10. 10. 2015 History 1987 1963 1913
  11. 11. History 2013 1987 1963 1913 1856-1915 Frederick W. Taylor 1864-1920 Max Weber 1863-1947 Henry Ford
  12. 12. Eksponential development
  13. 13. PRojects IN Controlled Environments?
  14. 14. What
  15. 15. 1. Effect focus 2. Customized project processes 3. Human focus 4. Intrinsic motivation 5. Projects as organization
  16. 16. Product Proces Time Cost Outcome Learning Use Value Project retrospectives: Evaluating Project Succes, Failure , and Everything in between Nelson, MIS Quarterly executive Vol.4 No.3 Sept. 2005 1. From product focus to effect focus
  17. 17. 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)
  18. 18. 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)
  19. 19. 1. From product focus to effect focus Project Waste: 1. Multi tasking 2. Unnecessary movements 3. Over processing 4. Over production 5. Stocks 6. Handovers/Transitions 7. Errors 8. Transportation 9. 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)
  20. 20. 2. From normative project models to customized project processes Requirement Spec SW Requirements Analysis Program design Coding Testing Operations
  21. 21. 2. From normative project models to customized project processes VerySerious risks Manageable risks
  22. 22. 30 years of research on critical success criteria for projects: 3. From tools focus to human focus 1. The project manager 2. The project team 3. Strong Commitment from project sponsor(s) 4. Early involvement of stakeholders 5. Stakeholder approval of project plans 6. Ample communications
  23. 23. 3. From tools focus to human focus 1. Communication 2. Coordination of tasks 3. Balance of individual contributions 4. One for all, all for one 5. Effort 6. Cohesion Critical success criterias for teams:
  24. 24. What do project managers do – 6+1 role Sense maker Web weaver Flow master Game master Motion master Problem master (Knowledge master)
  25. 25. Sense maker Web weaver Flow master Game master Motion master Problem master (Knowledge master) What do project managers do – 6+1 role
  26. 26. Sense maker Web weaver Flow master Game master Motion master Problem master (Knowledge master) What do project managers do – 6+1 role
  27. 27. Sense maker Web weaver Flow master Game master Motion master Problem master (Knowledge master) What do project managers do – 6+1 role
  28. 28. Sense maker Web weaver Flow master Game master Motion master Problem master (Knowledge master) What do project managers do – 6+1 role
  29. 29. Sense maker Web weaver Flow master Game master Motion master Problem master (Knowledge master) What do project managers do – 6+1 role
  30. 30. Sense maker Web weaver Flow master Game master Motion master Problem master (Knowledge master) What do project managers do – 6+1 role
  31. 31. Sense maker Web weaver Flow master Game master Motion master Problem master (Knowledge master) What do project managers do – 6+1 role
  32. 32. 1:5
  33. 33. Projects are made by humans for humans 3. From tools focus to human focus
  34. 34. 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
  35. 35. 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
  36. 36. 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
  37. 37. 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
  38. 38. 4. From external to intrinsic motivation Algoritmic task Pisk og gulerod virker! Heuristic task Pisk og gulerod virker ikke! William Kamkwamba ”Drengen der tæmmede vinden” Bakken har 2 funktioner Tilsæt pisk og gulerod, og opgaven tager (meget) længere tid
  39. 39. 4. From external to intrinsic motivation Algoritmic task Stick & Carrot works Heuristic task Stick & Carrot doesn work
  40. 40. 4. From external to intrinsic motivation Algoritmic task Stick & Carrot works Heuristic task Stick & Carrot doesn work
  41. 41. 4. From external to intrinsic motivation Algoritmic task Stick & Carrot works Heuristic task Stick & Carrot doesn work
  42. 42. 5. From projects in silo organizations to projects as organization Gartner: Disciplone Zero: Teams of Teams 1. Common purpose 2. Shared success 3. Non-traditional Teams 4. Fluid and Dynamic 5. Learning Organization 6. ”Not Invented Here” is Positive! Legacy Culture: Silo Apps, Silo Teams
  43. 43. From I-shapet to T-shaped
  44. 44. From static organizations to scalable organizations Organizing around projects (Oticon, W.L. Gore etc) Communities of practice
  45. 45. 1. Effect focus 2. Customized project processes 3. Human focus 4. Intrinsic motivation 5. Projects as organization
  46. 46. Questions? Peter F. Drucker: "Ninety percent of what we call ‘management’ consists of making it difficult for people to get things done"

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