1. Project Management 6. Contemporary issues
Picture care of flickr

2. week 11

3. Current issues in project management

4. Gray & Larson, 2006, Ch 16.

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

6. Five forces Picture by estherase , CC @ Flickr

7. Global competition Knowledge explosion Innovation Time to market
Shortened product life cycles
Part of Portrait Picture by estherase , Flickr
Image 1 from Austrade
Image 2 from Bized.co.uk

8. Part of Portrait Picture by estherase , CC @ Flickr
Image 1 from Austrade
Image 2 from Bized.co.uk

9. Part of Portrait Picture by estherase , CC @ Flickr
Image 1 from Austrade
Image 2 from Bized.co.uk

10. Knowledge explosion Global competition Innovation Time to market
Shortened product life cycles
Picture by estherase , Flickr

12. Image cc from Wikipedia

13. Innovation Global competition Knowledge explosion Time to market
Shortened product life cycles
Iamge 1 from Tom Fishburn
Image 2 from ux-strategy.com

14. Iamge 1 from Tom Fishburn
Image 2 from ux-strategy.com

15. Iamge 1 from Tom Fishburn
Image 2 from ux-strategy.com

16. Time to market Global competition Knowledge explosion Innovation
Shortened product life cycles
Picture by estherase , Flickr

17. Picture by estherase , CC @ Flickr

18. Picture by estherase , CC @ Flickr

19. Shortened product life cycles
Global competition
Knowledge explosion
Innovation
Time to market
Shortened product life cycles
Picture by estherase , Flickr

20. From Stronglist.com

21. Picture by estherase , CC @ Flickr

22. Five forces Global competition Knowledge explosion Innovation
Time to market
Shortened product life cycles
Five forces
Picture by estherase , Flickr

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

24. 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 flickr
Organisation

25. 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

26. 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

27. 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

28. 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

29. Training
Uniform training across team makeup, team culture, outside partners, and organization support allows for standardization in practices and processes related to projects

30. 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

31. 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

32. Multicultural Projects
Photo by Vermin Inc , Flickr
Multicultural Projects
Cultural differences and gaining trust among team members are major hurdles to overcome

33. Information Technology
Picture from Laughing Squid Flickr
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

34. 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

35. 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

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

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

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

39. The Learning Organization
The 5th Discipline =
The Learning Organization
Picture from wikipedia

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

41. 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.

42. 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

43. Business Process Re-engineering

44. 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

45. 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 flickr

46. Advantage: Virtual Rather Than Physical
Uses computer and telecommunication technologies to extend capabilities by working with employees or contractors located throughout the world.
Eg. , instant messaging, and videoconferencing
Time and space are no longer main organizing foundations
Advantage:
globalization
Photo by rAmmoRRison flickr

47. 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 flickr

48. 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 flickr

49. Photo by rAmmoRRison cc @ flickr

50. 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 flickr

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

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

53. Understanding Users
How do users adopt to new technology?

54. 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

55. 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)

56. Increasing Executives’ Understanding of Information Technology

57. 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

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

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

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

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

62. Temporary Assignments
Career Paths
Pursuing a Career
Professional Training and Certification
Gaining Visibility
Photo by Jason Mulcahy Flickr
Mentors
Success in Key Projects

63. 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.

64. 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.

65. 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

66. Title page pic care of rAmmoRRison & CC @ Flickr
BetterProjects.net
Title page pic care of rAmmoRRison & Flickr