what is not good for the hive, is also not good for the … · • leadership, project management,...
TRANSCRIPT
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WHAT IS NOT GOOD FOR THE HIVE, IS ALSO NOT GOOD FOR THE BEE.
Marcus Aurelius
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CONSULTING PROJECT MANAGEMENTFor Leadership and Entrepreneurship
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• Leadership, Project Management, Motivational speaker locally and Internationally
Project Management & PMP® Trainer
Over 15 years a PMP® and Project Management Trainer, leader in the Project Management Community, Speaker and Mentor
Tim Jerome
PMP® credential – 2003 to current
Cer
tific
atio
ns
IT Director, Marketing Manager, F50 Consultant (Business, Finance, IT Project Management)
PM Instructor, PMP Prep Coach & Mentor to Thousands like you since 2004
Exp
erie
nce
• Cross-industry PM – as consultant, business analyst, financial analyst
• PMI Local Chapter Leader & Advisor since 2007
• Researcher - big problems cross-industry
• Student of you - people who make business successful
Role
Facilitation, Negotiation, Conflict Negotiation & Resolution, Strategic Planning, Operational ImprovementTr
ain
ing
About Me
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THE IMPACTS ON THE DEVELOPMENT OF BUSINESS-WHY DO WE WORK THE WAY WE DO?
Emergence of the City Industrialization
Scientific Query & Analysis
The Individual and the Group
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WHY DO WE WORK THE WAY WE DO?(PART 2)
Industrialization did its magic, but…
Quality brought us correctness over volume, but…
Human behavior taught us groups/teams, communication, culture, and leadership, but…If we tie these together, we can use the strengths of each to gain a synergy for improvement.
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THEODORE LEVITT (“MARKETING MYOPIA1”)
Failure of Business is leadership – broad
aims, policies
Leaders let others take customers away
Problem:
Error of Analysis
Shadow of Obsolescence
Memories are Short
Population Myth
“If your mission is on the moon, don’t use
a car.”
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HUMAN BEHAVIOR FINDS A NEED TO FILL.
Understand
Understand your Tools
Find
Find a Problem
Solve
Solve it
Collect
Collect your Reward
Reward is directly proportional to the impact of the problem being solved…
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OR, YOU COULD INTERPRET IT THIS WAY…
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POLYA – THE “HEURISTIC2”
Understand the Problem
1Devise a Plan
2Carry out the Plan
3Look Back
4
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DRUCKER – 5 MOST IMPORTANT QUESTIONS3
What is Our Mission?
Who is Our Customer?
What does the Customer Value?
What are Our Results?
What is Our Plan?
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STRUCTURED SYSTEMS ANALYSIS & DESIGN METHODOLOGY (SSADM)
Feasibility
Investigation of Current Environment
Business System Options
Requirements Specifications
Technical Systems Options
Logical Design
Physical Design
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STRUCTURED PROGRAMMING
Deliver Deliver Results
Collaborate Collaborate to Select
Design Design Solution Options
Understand Understand Situation
Visualize Visualize Success
Negotiate Negotiate Relationship
Approach Approach Client
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GENERAL CONSULTING MODEL (WE’LL REVISIT)5
Partner Partner to Implement
Recommend Recommend Action Plan
Analyze Analyze Gap
Define Define Desired State
Understand Understand Current Status
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SKILLS WE NEED TO ACQUIRE
Strategic & Business
Management
Leadership
Technical Capabilities
Personal Ethics
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BUSINESS –COMMERCE, EXCHANGE, GROUPING TOGETHER TO PERFORM GREAT THINGS.
Strategic & Business
Management
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EXERCISE – MURDER BOARD
Mind-mapping Exercise
Executive’s job is to say ‘no’
Proposer’s job to convince ‘yes’
We’ll use 3 selection criteria: Analysis (is it thorough?)
Logic (is it simple?)
Conviction (is the proposer convinced?)
15 minutes to prepare
You have a facilitator
Be prepared for surprises
"Next time you are afraid to share ideas, remember someone once said in a meeting,
'Let's make a film about a tornado full of sharks."
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HOW ADOPTING GOOD LEADERSHIP MAKES THINGS BETTER
Leadership
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EXERCISE – LEADERSHIP
The essence of Leadership
Where do I lead?
How do I learn?
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WHAT IS OUR STRONGEST TOOL? WHAT DO WE TEND TO DO THE MOST?
Technical Capabilities
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EXERCISE – FEYNMAN TECHNIQUE
1. Write the name of the concept on the top of a piece of paper
2. Explain in your own words as if you were teaching to someone else (“ELI5”)
3. Review where you don’t know something/you feel the explanation is shaky
4. Re-write in simpler terms
20 minutes to prepare
Read the 3x5 card on your table
Let’s target 3 iterations of simplification for your assigned topic
You can ALWAYS innovate and choose your own.
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HOW DOES WHAT I BELIEVE SHAPE MY WORLD?
DISCOVERING MY ‘WHY’…
Personal Ethics
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ETHICS – MORAL PRINCIPLES THAT GOVERN BEHAVIOR.
Instill confidence in our profession (individuals and as a collective)
Individuals shape the perception of the group, and the impact to the group impacts all individuals
Our profession is one of trust, and brings us as leaders into many situations, often grey, that are navigated best through morals and ethics –
Standards of behavior or beliefs concerning what is or is not acceptable.
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5 BASIC CONCEPTS5
It’s all about the Relationship.
Roles & Responsibilities are Clearly Defined.
Visualize Success.
You advise, they decide.
Be Oriented Toward Results.
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UNDERSTAND CURRENT STATUS
Interviews & Surveys
Audits & Inventories
Develop Trust & Cooperation
Guess which one is more important?
You will never have a template for the Discovery Process.
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DEFINE DESIRED STATE
Focuses on the result, not the problem
Focuses on the Scope of Success
Should be Ultimate Solution
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ANALYZE GAP
Design AlternativesDesign
Collaborate to Prioritize and Select
Collabo-rate
This must remain the stakeholder’s success
Owner-ship
Creativity can be Learned, and must be collaborative.Innovate
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“GOOD” DESIGN
Solves the Problem
Fits Requirements Robust Secure
Maintainable Documented Understood Flexible
Standards-Based Proven
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RECOGNIZE ACTION PLAN
Turn Scope into Plan
Turn Vision into Action
Trust leads to Engagement Leads to Commitment
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SOLUTION STACK
Business
Process
Application
Data
Infrastructure
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PARTNER TO IMPLEMENT
We Consult, They Decide.
The Solution is Complete.
Satisfaction is Tested.
Results are measured against Vision.
Client Acceptance is Documented.
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BACKUP
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ORGANIZATIONAL PROJECT MANAGEMENT – BASIC STEPS FOR ASSESSING READINESS4
Determine Commitment
Management commitment to critical success factors: sustained leadership, continuous improvement, organizational change management
Determine Feasibility
Share OPM information, assess current state, obtain consensus to vision. Assess current organizational factors. Obtain consensus to feasibility.
Propose OPM Business Case
Propose business case for executive approval
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THE “EFFECTIVE EXECUTIVE” (DRUCKER)6
•Asks – “What needs to get done?”
•Asks – “What is right for the Enterprise?”
•Develops Action Plans
•Takes Responsibility for Decisions
•Takes Responsibility for Communicating
•Focuses on Opportunities, not Problems
•Runs Productive Meetings
•Thinks and says “We”, not “I”
Knowledge
KnowledgeTo
Action
Ensures Accountability, Responsibility
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DIFFUSION OF INNOVATION7
An (1) innovation (2) is communicated through channels (3) over time (4) among the members of a social system
Early Adopters
• 10%
Later Adopters
• 34%
Early Laggarts
• 34%
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BIBLIOGRAPHY
1. “Marketing Myopia” by Theodore Levitt, Harvard Business Review (July-August 1960). Copyright © 1960 by the President and Fellows of Harvard College, all rights reserved.
2. “How to Solve It”, by George Polya. Copyright © 1945, 1973 Princeton University Press.
3. “The Five Most Important Questions You will ever ask your Organization”, Peter Drucker, Copyright © 2008, Leader to Leader Institute.
4. “Organizational Project Management Maturity Model (OPM3), 3rd Edition”, Copyright © Project Management Institute, Inc.
5. “The IT Consultant”, Rick Freedman. Copyright © 2000 by Jossey-Bass/Pfeiffer and Rick Friedman
6. “The Effective Executive”, Drucker, Copyright © 2006 HarperCollins7. “Diffusion of Innovations”, Rogers, Copyright © 2003 Free Press