growing beyond thein his book knowledge management in theory and practice, kimiz dalkir states...

Growing Beyond the Hero Culture

GROWING

BEYOND

THE

CULTURE

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www.banyanPM.com© 2019 Banyan Group Consulting LLC

Your Presenter:

Phil Williams, PMP, PMI-ACP

Managing Member of

Banyan Group Consulting, LLCProject Management training & consulting



Hero Culture defined

The Challenges

Root Causes

Steps to Growing Beyond

Agenda



The Hero Culture Defined




• A company culture that

relies heavily on a

limited number of

highly skilled, very

knowledgeable

resources to deliver

projects.

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=RvwRgTQZwvSgkM&tbnid=doDFuFmzMaraIM:&ved=0CAgQjRwwAA&url=http://www.regretfreelife.net/networking-superhero-part-2-email-templates/&ei=SI9tUpqtEun12QXn94C4BA&psig=AFQjCNG90NxS2o5SavOwvkztMDa-yfo0Dg&ust=1382998216375074



The business contacts heroes

directly to resolve issues or

concerns




Heroes react

quickly and

overcome

seemingly

insurmountable

obstacles to solve

problems or fulfill

requests.




Businesses

recognize heroes

and reward them

with recognition and

promotions.



Types of Authority

• Reward

• Expert

• Formal (Legitimate)

• Referent

• Penalty (Coercive)

Expert Authority: The authority

that comes from having the most

experience or knowledge.

Heroes have Influence



The Challenges of the

Hero Culture



• Supporting a client

on an ad hoc

basis is the

standard

• Support is reactive

vs proactive

And now for the Cons

Ad hoc, reactive support



The Cons

Visibility into incidents

and problems is often

lost as the business

contacts project heroes

directly to resolve

issues or concerns.

This suppresses process improvement

and innovation.

Loss of Visibility



Senior, more experienced

resources (hero managers) get

involved in project activities,

which lowers productivity and

duplicates effort.

It’s estimated that in hero

cultures, utilization and

productivity suffer and can add

as much as 20% to total costs.

The Cons (cont.)

It’s Not Efficient.



When an organization

experiences growth, domain

expertise does not scale at

the same rate.

The Cons (cont.)

!

The Hero culture is not scalable!



The Cons (cont.)

In some cases it can lead

to ‘hero burnout’

Human Torch – the Fantastic Four



In his book Knowledge Management in

Theory and Practice, Kimiz Dalkir states

‘individuals are most commonly

rewarded for what they know,

not what they share’

The Cons (cont.)

Critical knowledge is not

shared.



So we have a hero culture .

What now?



How about we look for the

underlying root cause.



Root Cause?

No!



The 1st common characteristic of Hero Cultures:

The Hero Culture – Root Cause

Project process is

weak or not enforced



When you talk process and

process maturity, think CMMI.

Capabilities

Maturity

Model

Integration



Started in 1987, CMMI provides

guidance for developing or improving

processes and may also be used to

appraise the process maturity of the

organization.

Today over 5,000 businesses from

over 70 different countries use CMMI.



Level 1

INITIAL

Level 2

MANAGED

Level 3

DEFINED

Level 4

QUANTITATIVELY

MANAGED

Level 5

OPTIMIZING

Level 1 - Initial

Processes are

unpredictable, poorly

controlled and

reactive.

Heroes needed here!



Level 1

INITIAL

Level 2

MANAGED

Level 3

DEFINED

Level 4

QUANTITATIVELY

MANAGED

Level 5

OPTIMIZING

Level 2 – Managed

Processes

characterized for

projects.

• Project Planning

• Requirements

Management

• Project Monitoring &

Controlling



Level 1

INITIAL

Level 2

MANAGED

Level 3

DEFINED

Level 4

QUANTITATIVELY

MANAGED

Level 5

OPTIMIZING

Level 3 – Defined

More Project Focus

• Integrated Project

Management

• Risk Management



Level 1

INITIAL

Level 2

MANAGED

Level 3

DEFINED

Level 4

QUANTITATIVELY

MANAGED

Level 5

OPTIMIZINGLevels 4 & 5

Focus more

exclusively on

Process

improvement



The 2nd common characteristic of Hero Cultures:

The Hero Culture – Root Cause

There’s not a clear distinction

between project activity and

operational activity.



Organizational Resources

Vision

Mission

Strategy

Operational

Planning

Project

Planning

Operations

Management

Project

Management

Project Management Institute, The Standard for Portfolio Management)–

Third Edition, Project Management Institute, Inc., 2013, Figure 1-1

An organization’s

ability to do projects

effectively can impact

it’s ability to survive in

the marketplace and

remain competitive.



The move to

Project Management



The Evolution of Project Management



Project Management has been around for a while…

- Pyramids of Giza (2560 BC)

- Great Wall of China (206 BC)

- Taj Mahal (completed in 1653)

- Panama Canal (1881-1914)

- First commercial airplane (1914)

- Moon landing with humans (1969)



PMI Founded

1969

1984

PMP Launched

1st PMBOK Published

1996



Project Management Body

of Knowledge (1st Edition)

Created in 1996

176 Pages

9 Knowledge Areas

37 Processes



PMBOK® Guide 2nd Edition – 5th Edition

PMBOK® Guide – 2nd Edition

Created in 2000

211 Pages

9 Knowledge Areas

39 Processes

PMBOK® Guide – 3rd

Edition

Created in 2004

390 Pages

9 Knowledge Areas

44 Processes

592 ITTOs

PMBOK® Guide – 4th

Edition

Created in 2009

467 Pages

9 Knowledge Areas

42 Processes

517 ITTOs

PMBOK Guide® – 5th

Edition

Created in 2013

589 Pages

10 Knowledge Areas

47 Processes

619 ITTOs



Extreme

Programming

1996

PMI Founded

1969

1984

PMP Launched

PMBOK®

1st Edition

1996

Predictive Project Management Timeline

PMBOK®

2nd Edition

2000

PMBOK®

3rd Edition

2004

PMBOK®

4th Edition

2009

PMBOK®

5th Edition

2013

PMBOK®

6th Edition

2017

2017

Agile Practice

Guide

Crystal

1988

Scrum

1995Agile

Manifesto

Published

2001

Adaptive Project Management Timeline

1995

Dynamic

Systems

Development

Method (DSDM)

1997

Feature Driven

Development

(FDD)



PMBOK® Guide 6th Edition

Created in 2017

756 Pages

10 Knowledge Areas

49 Processes

PMI also released the

Agile Practice Guide that

same year.



Defining the Role of the

Project Manager



MY move to

Project Management



I found out very soon…

Some super powers are often not transferable!



No more ‘The Lasso of Truth’:

The uncanny ‘know who to

ask’ ability to locate and obtain

vital information to resolve

issues.

Wonder Woman

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=UJwyYokC5mEMnM&tbnid=fON7M2kfMmJdrM:&ved=0CAUQjRw&url=http://www.comicvine.com/lasso-of-truth/4055-41435/&ei=rDRzUv2zH4ag2QXUmYHgBA&bvm=bv.55819444,d.cWc&psig=AFQjCNHBT8-rWTW9tr8y8VLI1FeyubVtWg&ust=1383368057981047



No more Green Lantern

Ring:

The ability to conjure up from

thin air anything necessary

(using the ring) to deliver what

the customer wants despite

having seemingly very little to

work with.

Green Lantern



No more Electro-magnetic

Disrupter Beam :

The ability to disable electrical

detection systems - and (bypass)

existing process and procedures

using inside knowledge and

connections.

Mysterio

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=QEEFvGqD7qzA0M&tbnid=sS0L3Qh-JkGVzM:&ved=0CAgQjRwwAA&url=http://www.spidervillain.com/Villains/Mysterio/Mysterio.html&ei=2jJzUu70H7G2sATWmYHIBA&psig=AFQjCNHrot9fKqO3ekUWXelijypXcfjOGg&ust=1383367770582412



My introduction to formal Project Management

& the story of the 3 aliens…



Project Management

Painting-by-the-numbers or Skilled Artistry?



Used to describe the progression of training or learning. It is a

Japanese martial art concept used to describe the stages of

learning to mastery.

Shu Ha Ri

• Shu: Beginner, rule-bound.

• Ha: Branching out, willing to experiment

with alternative approaches.

• Ri: Expert. Operate more on intuition.



Effective Project Management Helps

Deliver Value



What is Value



Price is what you pay.

Value is what you get.

Warren Buffet

(net worth: $83 billion)



Effective Project Management Processes&

Experienced Project Management Professionals

help organizations deliver Value.

(get what you pay for!)



Growing Beyond the

Hero Culture



Step 1:

Analyze your

organization and

it’s unique

needs around

project delivery.



Tailoring

Determining the appropriate combination of

processes, inputs, tools, techniques, outputs

and life cycle phases to manage a project

Your

Company’s

Project

Methodology



Step 2:

Implement project management processes (a

methodology) consistent with your maturity

level (CMMI) goal.

CMMI Level 2: • Project planning

• Requirements Management

• Project Monitoring & Controlling

CMMI Level 3:• Integrated Project Management

• Risk Management



Step 3:

Identify the person,

group or department

who will be responsible

to enforce and

maintain the project

management

processes.



Step 4:

Develop an

Organizational

Project

Management

(OPM) framework

to maintain

strategic focus.

Strategy

Results



Step 5:

Manage customer

expectations by

communicating the

benefits and

necessity of project

management

processes.



Step 6:

Recognize and

reward process

improvements

and innovation.



To Summarize:

In Hero Cultures, heroes are NOT the problem,

• Suppress process improvement & innovation

• Are inefficient

• Are not scalable!

Hero Cultures:

Project Management Process:

• Enables knowledge sharing

• Supports continuous improvement

• Improves competitiveness and leverages growth



This concludes the presentation

Thank you!

855-935-4500www.banyantraining.com

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