Project Management 6. Contemporary issues Picture care of rAmmoRRison @ flickr http://www.flickr.com/photos/rammorrison/2651957971/

week 11

Current issues in project management

Gray & Larson, 2006, Ch 16.

Current Trends Future Trends Organizing Principles Project Management Challenges Unresolved Issues Career Issues

Five forces Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/

Global competition Knowledge explosion Innovation Time to market Shortened product life cycles Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm

Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm

Part of Portrait Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/ Image 1 from Austrade http://www.austrade.gov.au/images/UserUploadedImages/1438/austrade-globalisation-chart.jpg Image 2 from Bized.co.uk http://www.bized.co.uk/educators/16-19/economics/international/presentation/globalisation_map.htm

Knowledge explosion Global competition Innovation Time to market Shortened product life cycles Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/

Image cc from Wikipedia http://en.wikipedia.org/wiki/Technological_singularity

Innovation Global competition Knowledge explosion Time to market Shortened product life cycles Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/

Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/

Iamge 1 from Tom Fishburn http://cilinc.net/?p=225 Image 2 from ux-strategy.com http://ux-strategy.com/2007/01/30/who-am-i-and-why-am-i-here/

Time to market Global competition Knowledge explosion Innovation Shortened product life cycles Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/

Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/

Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/

Shortened product life cycles Global competition Knowledge explosion Innovation Time to market Shortened product life cycles Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/

From Stronglist.com http://stronglist.com/2007/06/web-apps-against-releasing-early/

Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/

Five forces Global competition Knowledge explosion Innovation Time to market Shortened product life cycles Five forces Picture by estherase , CC @ Flickr http://www.flickr.com/photos/estherase/137655983/

Current Trends Future Trends Organizing Principles Project Management Challenges Unresolved Issues Career Issues

Project scope Discipline Organisation Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing Photo from Vermin Inc @ flickr http://www.flickr.com/photos/vermininc/2337307518/ Organisation

The focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing

Enterprise Project Management (EPM) Enterprise Project Management (EPM) is a centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Enterprise Project Management (EPM) Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing

Project Management Office (PMO) The Project management office (PMO) is the unit responsible for support of standards, processes, and information system that defines project management for the organization Project Management Office (PMO) Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing

There is increasing discipline in the way projects are managed Increase in scope of project management and system integration Focus of projects has shifted from tactical to strategic Enterprise Project Management (EPM) Project Management Office (PMO) Increasing discipline in the way projects are managed Increase in Scope and System Integration centralized management of a portfolio of projects to ensure that the allocation of resources to projects is directed and balanced toward the strategic focus of the organization Project management office (PMO) unit responsible for support of standards, processes, and information system that defines project management for the organization Training Organization Culture Multicultural Projects Information Technology Risk Management Outsourcing

Training Uniform training across team makeup, team culture, outside partners, and organization support allows for standardization in practices and processes related to projects http://flickr.com/photos/calavera/65098350/

From Week 4 From Week 4 Organization Culture A system of shared beliefs supports organizational flexibility in meeting the challenges of managing projects in globalized competitive environments

From Week 4 From Week 4 And Week 10 Organization Culture A system of shared beliefs supports organizational flexibility in meeting the challenges of managing projects in globalized competitive environments

Multicultural Projects Photo by Vermin Inc , CC @ Flickr http://www.flickr.com/photos/vermininc/2335148856/in/photostream/ Multicultural Projects Cultural differences and gaining trust among team members are major hurdles to overcome

Information Technology Picture from Laughing Squid CC @ Flickr http://www.flickr.com/photos/laughingsquid/102689397/in/photostream/ Information Technology web-based management of projects continues to increase as outsourcing does virtual teams continue to increase advances in technology such as wireless communication provide new avenues

Risk Management More attention now turning to managing risk on projects. Organizations need to balance choice of projects with variety of low, medium and high risk projects across their portfolio

Outsourcing A common strategy is to outsource standard work or parts and reserve inside work the is complex and deem proprietary Companies need to consider; contract management, RFP’s, change control and partnering

Multicultural Projects Information Technology Outsourcing Project Management Discipline Organization Culture Information Technology Risk Management Training

Current Trends Future Trends Organizing Principles Project Management Challenges Unresolved Issues Career Issues

This section The 5th discipline Business Processes Communities Virtual worlds Emergent design Adaptable v stable (and the impact on planning) Distributed v central

The Learning Organization The 5th Discipline = The Learning Organization Picture from wikipedia http://commons.wikimedia.org/wiki/Image:Peter_Senge.jpg

Most organizations only last 40 years. Organizations that can learn faster than their competitors will survive longer.

To create new learning and thinking behaviors in its people an organization must follow 5 basic principles: personal mastery mental models shared vision team learning systems thinking THE TOOL Senge's learning organization model consists of the following five disciplines: Systems thinking--Senge attests that we must look at the patterns that connect the larger system. Systems thinkers cure headaches by removing the cause, rather than simply ingesting aspirin. They pay careful attention to how different tasks and functions interact. Systems thinkers believe that by examining these patterns of interplay, we can better pinpoint the important issues. Personal mastery--Senge stresses the significance of continually clarifying and deepening our personal vision, focusing our energies, developing patience, and seeing reality objectively. Shared vision--Senge defines this discipline as the "picture of the future." A shared vision is intuitive and instinctive; it's not something that's learned by rote. A shared vision is also a collective experience--it's the cumulative total of each participant's personal vision. Team learning--Senge's fourth discipline states that any group's collective IQ will always be much higher than an individual's IQ. The only way to begin building group IQ is to open the channels of communication within the group and start talking to one another. Mental models--Senge defines mental models as the deeply ingrained assumptions, generalizations, and even pictures or images that influence how we understand the world. Since how we act is based on our impressions of our surrounding environment, it's imperative that we recognize and re-evaluate our mental models and preconceived assumptions. Senge's five components of a learning organization are all interrelated. Personal mastery, shared vision, team learning, and mental models make up the foundation of the organization. And systems thinking is the cement that holds it all together. In order for the learning organization to work, each of the five disciplines must be developed simultaneously and integrated with one another.

Personal Mastery a lifelong learning culture where people continually clarify and deepen their personal vision—sadly few organizations are committed to full development of their staff Mental Models people’s deeply fixed assumptions, generalizations and images that influence how they see the world to change, people must look inward—few organizations encourage. eg. Shell (70’s oil crisis) Shared Vision an organization’s view of its purpose. Provides the common identity by which employees and other view it. eg. IBM (exemplary service) Team Learning teams are fundamental unit of the modern organization. If teams do not learn, neither does the organization. When teams learn, they produce extraordinary results. One of the major tools for team learning is dialog Systems Thinking understanding underlying patterns of an organization and contemplating its whole not its parts. Systems thinking is a conceptual framework for making complete patterns clearer

Business Process Re-engineering

Processes Rather Than Functions A process-centered organization is a company whose perspective has shifted from tasks to processes; an approach to designing an organization where the business processes are the driving structures Advantages: employees are self-managed virtually every department is involved customer perspective encourages professionalism Diagram from www.betterprojects.net http://www.betterprojects.net/2007/08/process-analysis-101-part-1.html

Communities Rather Than Groups Communities form of their own volitions. Groups are formed by design; their members are designated by a project manager Advantages: people do the work helps build tacit knowledge for the organization change agent; communities are webs of participation, when a pattern changes the organization changes Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/

Advantage: Virtual Rather Than Physical Uses computer and telecommunication technologies to extend capabilities by working with employees or contractors located throughout the world. Eg. e-mail, instant messaging, and videoconferencing Time and space are no longer main organizing foundations Advantage: globalization Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/

Self-Organizing Rather Than Designed Nature provides a good model for future organizations; organizations must deal with complexity, share information and knowledge, and cope with continuous and discontinuous change—centered around chaos theory, ecology and biology Advantage: adaptability; can adapt to natural phenomena Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/

Adaptable Rather Than Stable Successful organizations will be structured to naturally support volatility and continual surprises. IT is causing the world to become connected and connectivity increase volatility. To keep pace, companies will need to adapt quickly Advantage: evolution; organizational models will be built around networks, and will be designed to evolve Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/

Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/

Distributed Rather Than Centralized Distributed Capitalism key features; deep support unique to each individual supported by IT, individuals may own aspects of the means of production, distributed production and ownership Market-Based Organizations key features; markets supported by IT communication facilities, decentralized workforce; democratic structures Photo by rAmmoRRison cc @ flickr http://www.flickr.com/photos/rammorrison/2468314679/in/set-72057594132293809/

Current Trends Future Trends Organizing Principles Project Management Challenges Unresolved Issues Career Issues

Understanding Users Value Management User Centric Design Aligning business and IT User Centric Design Putting the user first Adoption of new technology Innovation diffusion

Understanding Users How do users adopt to new technology?

Understanding Users How do users adopt to new technology? Inovation Diffusion Theory. This model suggests that technologies are adopted at rates that follow a normal distribution

Figure 7.2 Innovation Diffusion Theory (Luftman, 2004, p182) Adoption of Technology: (Luftman, 2004, p182) In addition to the inherent lage in the identification of benefits to a new technology, there are human characteristics that affect the rate at which technologies are adopted. A key model in understanding this is found in the theory of diffusion of innovations. This model suggests that technologies are adopted at rates that follow a normal distribution. Eg. Digital TV, Wind farming, MS software Innovators: Organizations or people that are willing to take higher risk, have “deeper pockets” or have experience in evaluating/piloting projects based on emerging technologies. Early adopters: Organizations or people that are more visionary. There is some assurance of the potential returns from adopting a technology, but is visibility is not yet widespread, or only these adopter see its application. Early majority: Adopters who waited until there was more assurance fro the success of the technology. Other firms, perhaps competitors have already proven that the technology can be successful and there is an understanding that the technology can be successful and there is an understanding. Late majority: Includes the organizations that have realized they will have to adopt the technology to stay competitive. These are the conservative organization with prefer low risk or have low investment capability. Eg. Scanning - supermarkets. Laggards: These are the true sceptics. The technology is likely to have become a base technology and the main benefit to adopting it is to stay in the market. Figure 7.2 Innovation Diffusion Theory (Luftman, 2004, p182)

Increasing Executives’ Understanding of Information Technology

Increasing Executives’ Understanding of Information Technology You tell them What are Executives Leadership Roles? What are the Current, Existing and Upcoming IT Issues What this deeper understanding of projects means for Executive Learning Executives Leadership Roles? set tone of the enterprise toward technology envision how IT can serve business strategy govern as well as lead use IT to promote business change assess costs and benefits Current, Existing and Upcoming IT Issues impact of new regulations measuring the value of IT change management organization and control of the IS organization cross-organizational e-processes obtaining services via the Web Means for Executive Learning learn by doing learn by governing learn via educational programs

Educating Information System People about Business Train the business Move into the business Lead with the business Attend business programs

Current Trends Future Trends Organizing Principles Project Management Challenges Unresolved Issues Career Issues

How far can virtual project management evolve? How do we manage projects under high levels of uncertainty?

Current Trends Future Trends Organizing Principles Project Management Challenges Unresolved Issues Career Issues

Temporary Assignments Career Paths Pursuing a Career Professional Training and Certification Gaining Visibility Photo by Jason Mulcahy CC @ Flickr http://www.flickr.com/photos/holdenj9/2661014993/ Mentors Success in Key Projects

Review Current trends in IT include; global competition, knowledge management, innovation, marketing and product life-cycles. Future trends affecting IT project managers include; scope change, system integration, and a more disciplined approach. Organization principles include; learning culture, process-centred, communities, virtual businesses, self-organizing, adaptable, and distributed business. Challenges for project managers include; increasing executives understanding of IT and increasing IT’s business savvy. Project management is the career of the future, however it is not all smooth sailing.

References Luftman, J. (2004). Managing the information technology resource – Leadership in the information age. Prentice-Hall. McNurlin, B., & Sprague, R. (2006). Information systems management in practice (7th ed.). Upper Saddle River, N.J.: Pearson/Prentice-Hall.

This is the end of this series of Project Management presentations. It was based upon the textbook “The Project Management Process” by Gray and Larson, referenced in the first few pages of most of the slide packs. It’s a little dated, especially as it assumes a waterfall development framework. However most of this content is about the social and interpersonal aspects of project management, which are agnostic of all pm processes and frameworks. So it still delivers pertinent and relevant messages. Go read it. Your feedback is the main reason I provide my content online for free. So if you read and like, dislike or even hate the content I have provided, it would be great to hear from you. You can drop comments here, on Slideshare, or at my blog, BetterProjects.net. Thanks for reading along. Craig Brown

Title page pic care of rAmmoRRison & CC @ Flickr BetterProjects.net Title page pic care of rAmmoRRison & CC @ Flickr http://www.flickr.com/photos/rammorrison/2651957971/