Leadership in Large Projects Next Practices of Project Management NORDISK FORUM 2012

Søren Lybecker Programme Manager DTU Management Engineering E: slyb@dtu.dk T: +45 2639 3331

Christian Thuesen Senior Researcher DTU Management Engineering E: chth@dtu.dk T: +45 6167 9131

Market Development

Market Development

Market development multiple customers = one market one customer = multiple markets

Inspired by Stanley Davis and Joseph Pine

The Long Tail …a consequence of a more individualized society

Mass production Mass customization

Dimensions of Acceleration 3. Acceleration of the

„Pace of Life“

2. Acceleration of Social Change

1. Technological Acceleration

C) Cultural Motor: Promise of Acceleration

B) Structural Motor: Functional Differentiation

A) Economic Motor: Time=Money

Dimensions and motors of Social Acceleration

Inspired by Hartmut Rosa

Order Chaos

Disciplinary Interdisciplinary

Hierarchy Network

Standardized Unique

Efficiency Creativity

Linear Iterative

Collective Individual

Degeneration Stress

Dilemmas and Dualisms of Project Organizing

Critical perspectives

Standards and best practices

The reflective practitioner

Communities of practice

Case studies

SYMBOLIC- INTERPRETIVE

1980’s

POSTMODERN 1990’s

MODERN 1960’s & 70’s

Practice-based Perspectives

Constructive Deconstructive

Hodgson

Kreiner

Koskela

The Academic Field of Project Management

Inspired by Mary Jo Hatch

Current Practices

Central empirical concepts • Persuasion • Social atmosphere • Tools • Project clarification (goals) • Resources

• Communication is placed as the central concept in the network

• Central collective concepts

– Quality

– Planning

– Risk

– Communication

– Flexibility

– Stakeholders

– Leading

– Learning

– Organization

– Controlling

– Innovation

Project = Change Change requires leadership rather than management. The project leader is thus a change agent. A change agent is a person who alters human capability or organizational systems to achieve a higher degree of output or self actualization. Imperatives: •A change agent lives in the future, not the present. •A change agent is fueled by passion, and inspires passion in others. •A change agent has a strong ability to self-motivate. •A change agent must understand people.

Role 1:

THE CHANGE AGENT

Inspired by Patti Hathaway

Role 2:

THE CONDUCTOR

Conducting is a means of communicating artistic directions to performers during a

performance.

The primary responsibilities of the conductor are to unify performers, set the

tempo, execute clear preparations and beats (milestones), listen critically and

shape the sound (performance) of the ensemble (project team), and to control

the interpretation and pacing of the music (project).

Conducting requires an understanding of

the elements of musical expression (tempo, dynamics, articulation) and the

ability to communicate them effectively to an ensemble (project team).

Inspired by Ramona Wis

Role 3:

THE ENTREPRENEUR

Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled.

The entrepreneur is the person ready to supply

the enterprise with the mixture of energy, boldness, courage, expertise, insight, and often

ruthlessness, necessary to start or grow a business.

The actions of the successful entrepreneur often follow the five effectuation principles:

Bird in the hand: use the available means.

Affordable loss: decide in advance what you are

willing to lose.

The crazy quilt: work with any and all stakeholders who are willing to make a real

commitment.

Make lemonade: acknowledge contingency by taking advantage of surprises.

Pilot in the plane: act upon any risky situation to

reduce the risk of crashing. Inspired by Saras Sarasvathy

Role 4:

THE BOUNDARY WALKER

Since the beginning of history, human beings have formed communities that share cultural practices reflecting their collective learning: from a tribe around a cave fire to a community of engineers interested in railway operations. Boundary walkers act as brokers between communities of practice. They can introduce elements of one practice into another. Boundary walkers can perform specific tasks such as: •Boundary spanners: taking care of one specific boundary over time. •Roamers: going from place to place, creating connections, moving knowledge. •Outposts: bringing back news from the forefront, exploring new territories.

Inspired by Étienne Wenger

Negotiation is a dialogue between two or more parties, intended to reach an understanding, resolve point of difference, or gain advantage in outcome of dialogue, to produce an agreement upon courses of action, to bargain for individual or collective advantage, to craft outcomes to satisfy various interests of two parties involved in negotiation process. The negotiator can basically distinguish between two types of negotiation: distributive negotiation (win-lose negotiation) and integrative negotiation (win-win negotiation). Integrative negotiation is also called principled negotiation. The method consists of four main steps: •Separating the people from the problem. •Focusing on interests, not positions. •Generating a variety of possibilities before deciding what to do. •Insisting that the result be based on some objective standard.

Role 5:

THE NEGOTIATOR

Inspired by Roger Fisher and William Ury

Role 6:

THE COACH Coaching is a teaching or training process in which an individual or a group gets support while learning to achieve a specific personal or professional result or goal. Coaching may also happen in an informal relationship between a “master” and a “student”. Basic tools in coaching are active listening, constructive feedback, and appreciative inquiry. .

Inspired by David Cooperrider

The Profile of the Future Project Leader:

THE REFLECTIVE PRACTITIONER

Reflective practice is the capacity to reflect on action so as to engage in a process of continuous learning, which is one of the defining characteristics of professional practice. It involves paying critical attention to the practical values and theories which inform everyday actions, by examining practice reflectively and reflexively. This leads to developmental insight, and reflective practice provides a tremendous development opportunity to transform from project manager to project leader. In the end it's all about people, and consequently it's all about presence.

Inspired by Donald A. Schön

Continuous Education at DTU Management Engineering:

JOIN THE MOVEMENT…

Design and Management of Network Projects: Class 2 (2012-2013)

Thank You!