1. 2012 National BDPA Technology Conference Diversity Is Not Enough: Keys to Complex Project Management Stewart White, PMP August 1 – 4, 2012 Baltimore, MD

2. 2 Review self-organizing processes Overview of ‘How to work’ when system’s not under control Develop inquiry skills Share experiences, tools, insights with others Create your cutting-edge methods and tools Demonstrate emerging personal praxis Learn from the experiences of others Discuss how to integrate management and leadership activities into a pattern formation Presentation Objectives

3. Questions What is special about 21 st century change? What are the three conditions that influence change in the 21 st century? As a project manager, what are your options to influence 21 st century change? 3 Questions

4. 21 st Century Change 4 Static Change Dynamic Change Dynamical Change 21 st Century Change

5. Dynamical Change Change process emerges over time Outcomes are not just unknown, they are unknowable Observable change is episodic with times of apparent rest in between Old assumptions about conversation, replication, and control are out the door Result is change of pattern, not just change of place

6. 6 Difference is the indicator of change over time. Pattern Change

7. Differences within and among provide the energy for change. Pattern Change

8. Differences become more subtle and complex with maturity. Pattern Change

9. What Do We Mean by “Pattern?” Similarities, differences, and relationships that have meaning across space and/or time.

10. What Do We Mean by “Pattern?” Similarities, differences, and relationships that have meaning across space and/or time.

11. What Do We Mean by “Pattern?” Similarities, differences, and relationships that have meaning across space and/or time.

12. What Do We Mean by “Pattern?” Similarities, differences, and relationships that have meaning across space and/or time.

13. What Do We Mean by “Pattern?” Similarities, differences, and relationships that have meaning across space and/or time.

14. Landscape Diagram Unorganized Seek Patterns Organized Plan, Control Far From Close To Certainty Far From Close To Agreement

15. Options for Action Similarity Low Similarity High Similarity Far From Close To Far From Close To Certainty Agreement

16. Productive Patterns High SimilarityLow Similarity Clear goal Group identity Shared passion Consistent expectations Various locations Multiple organizations Political connections Personal networks

17. Similarity Develops and sells a vision for the project Copes with operational and strategic change on the project Builds reciprocal networks with relevant stakeholders Develops a cultural ambience for the project team that facilitates commitment and motivation Project Manager as a Leader

18. Options for Action Difference High Difference Low Difference Far From Close To Far From Close To Certainty Agreement

19. Productive Patterns Low DifferenceHigh Difference Power to perform Mutual respect Level of accountability Few personal conflicts Organizational culture Tools Expertise Points of view Relationships with clients Time with organization Personal culture Assumptions

20. Difference Sets the general direction of the project through collaboration with project stakeholders Perceives broad issues that are likely to impact the project, and then works with the team members in accommodating these broad issues Project Manager as a Leader

21. Options for Action Relationships Loose Relationship Tight Relationship Far From Close To Far From Close To Certainty Agreement

22. Productive Patterns Tight RelationshipsLoose Relationships On-time for meetings Frequent reporting Clear communications Reliable documentation Personal connections Matrix management Virtual communications Short-term projects

23. Relationships Becomes a symbol of the project and its purposes Becomes the principal project advocate in working with stakeholders Leadership drives change Project Manager as a Leader

24. Questions 21 st century change is about patterns Difference provides the energy for an evidence of change Diversity is NOT Enough- Similarity gives stability Relationships give adaptability Productive patterns engage opposites As a project manager, you set the conditions for pattern formation 24 Lessons Learned

25. CompassionCreativity DecisivenessDiligence DiscernmentFlexibility ForgivenessInitiative OrderlinessPatience Persuasiveness ResponsibilitySelf-Control Sensitivity Integrity Tolerance Thoroughness Leadership Characteristics

26. Questions?

27. 27 Stewart White, PMP Community Manager PMI Global Diversity Community of Practice http://globaldiversity.vc.pmi.org/Public/Home.aspx Stewart.White@vcleader.pmi.org Contact Information