Reinventing Project Management: Innovate or Perish

Reinventing Project Management: Innovate or Perish

“Make Projects the School for Leaders”

Kim B. Clark, Emeritus Professor, Harvard Business School

Reinventing Project Management: Opening Thought


Agenda

Why project manager cannot be CEO?

Why project manager needs Soft Skills more than hard skills?

Why project manager needs to be “Whole-Brain Manager”?

Why business needs Management, Leadership, and Entrepreneurship as “Must Have” Competence?

Why must “Innovate or Perish”?

The Paradigm for Reinventing Project Management

Case analysis


Prof. Eko

Indrajit

Dr. KC

Chan

  Taxonomy Framework of Project Managers

  Indonesia’s Experience in IT Industry

  Future of Project Management

  Project Management Career

Learning Objectives

  Why project manager cannot be a CEO ?

  Why project manager needs Soft Skills more than hard skills to climb the echelon of management ?

  Why project manager needs to be “Whole Brain Manager” ?

  Why Management, Leadership, and Entrepreneurship are “Must Have” competence ?

  Why must “Innovate or Perish” ?

Learning Objectives


  Why project manager needs Soft Skills more than hard skills to climb the echelon of manager ?


  Why Business, Leadership, and Entrepreneurship are “Must Have” competence ?


Strategic-Business-Operations

Learning Objectives


  Why project manager needs Soft Skills more than hard skills to climb the echelon of management ?





People-Driven

Learning Objectives







People-Driven

T-Skills

Learning Objectives




  Why Management, Leadership, and Entrepreneurship are “Must Have” Competence ?



People-Driven

T-Skills

Interconnected

Learning Objectives



  Why project manager needs to be “Whole Brain Manager ?




People-Driven

T-Skills

Interconnected

Good to Great

Why Project Manager Cannot be CEO ?

Visionary Sensor of Market

Opportunity Strategist & Policy

Maker

Strategist for Acquisition

Architect of Organization

Structure & Systems

Negotiator

Motivator Master of Change

Creator of Shareholder Value

Job of a Project Manager

Justification of Project Alignment of

programs & projects to vision

Implementer of Policy

Implementer of Acquisitions Implementer of

organization structure & systems

Negotiator

Motivator Agent of Change

Implementer to achieve shareholder

value

Project Manager as CEO: Connecting Strategic-Business-Operations

Source : Ghoshal & Bartlett (1999) Individualized Corporation

Strategic Project Entrepreneurship

Business Project Leadership

Operations Project Management

Why Project Manager Needs Soft Skills to Climb the “Management Ladder”

Intellectual Capital

Social Capital

Emotional Capital

Human Capital (Stamina Power)

Adaptive Power

Expert Power

Connecting Power

Soft Skills is People-Driven

Expert Power

Connecting Power

Adaptive Power

People-Driven (Soft Skills)

Innovate

Why Project Manager Needs to be a “Whole Brain Manager” ?

Leading Change (T-Skills) requires the Whole Brain

  Rational

  Component

  Data

  Task

  Emotive

  System

  Story

  Relationship

Technology-Driven Change-Driven People-Driven

Whole Brain Left Brain Right Brain

17

Why Management, Leadership, and Entrepreneurship are “Must Have” Competence?

Entrepreneurship

Management Leadership

Integrate Innovate

Implement

Business

Management-Leadership-Entrepreneurship are Interconnected for Supreme Execution Capability

Level 5

Level 4

Level 1

Level 3

Level 2

Executive Coach

Effective Leader

Competent Manager

Highly Capable Individual

Contributing Project Manager

Entrepreneurship

Leadership

Management

Why Must Innovate or Perish? Good to Great

Executive Coach = Multiplying Effect

Effective Leader = Cross-Border Capability

Project Manager = Enhance Capacity

Competent Manager = Cross-Functional Ability

Capable Individual = Competence

Profitability

Portfolio (PfMP)

Program (PgMP)

Project (PMP)

Professional

Innovation

≥30%

30%

20%

10%

The Paradigm for Reinventing Project Management

Strategic

Operations

Business

The Evolution of Project Management Era

Items

Process

People

Tools

Approach

Purpose

Implementation Integration Innovation

Junior Management

Middle & Junior Management

Senior, Middle, & Junior Management

Speed Quality Cost

Left-Brain Right-Brain Whole-Brain

Product Driven

Customer Driven

Experience Driven

Project Management Era 1.0 2.0 3.0

1970s

1990s 2000s

Breakthrough

Execution Management Office

Speed, Quality, Cost, Flexibility

4.0

Reinventing Project

Management

Beyond 2010

Strategy Market Ecosystem Customer Value Organizational Capabilities Business Network

1970s

21st Century Project Manager Competence: 3Is

COMPETENCE

Integrate

Implement

Innovate

HARD SKILLS SOFT SKILLS HUMAN CAPITAL

Holistic Thinking Management Intellectual

Capital (Expert Power)

Systems Thinking Leadership Social Capital (Connecting Power)

Critical Thinking Entrepreneurship Emotional Capital (Adaptive Power)

MEANS

Consulting

Coaching

Culturing

Building Blocks of Competence

COMPETENCE

Integrate

Implement

Innovate

MANAGEMENT LEADERSHIP ENTREPRENEURSHIP

10 Pertinent Tools of Consulting

Light-Weight (Projects)

Stakeholder Management

Convert Strategy to Business

Results

Medium-Weight (Programs)

Executive Coaching

Managing Change from the Middle

Heavy-Weight (Portfolio)

Managing Sustainable

Growth

The Project Manager as CEO: 7 Stages of Transition Change

Breakthrough Different Adapting Cutting Improving Efficiency Effectiveness

Do the right

things

Do things right

Do things better

Do away with

things

Do things others

are doing

Do things nobody else is doing

Do things that

cannot be done

Increase Productivity (≤10% change)

System Thinking (Hard Skills)

Problem Solving (11%-30% change)

Holistic Thinking (Soft Skills)

Innovating (≥30% change)

Critical Thinking (Conceptualization)

The Paradigm for Reinventing Project Management Competence

People

Process

Tools

21st Century Competence

Integrate Implement Innovate

Holistic Thinking

Systems Thinking

Critical Thinking

Continual Learning

Action Learning

Experiential Learning

MBA PMP PgMP

PfMP PMC

Outcome

Whole Brain Thinking

Accelerated Learning

Building Blocks of

Competence

27

Reinventing Project Management: Closing Thought

THANK YOU Good Night & Sweet Dreams

29

Welcome Back for Afternoon Session

Introduction: “To Know is To Love…”

PPrrooff.. RRiicchhaarrdduuss EEkkoo IInnddrraajjiitt DrBA(PLM) Ir(ITS) MSc(Harv) MBA(Leic) MA/MSi(LSPR) MPhil(MSM) SCPM(Stanf) AITPM(GWU) CIWM(AAFM) CWM(WMA) WIPM(WhS)

CEH(ECC) CHFI(ECC) CNA(ECC) CSA(ECC) ACCS(SATC)z

Eko = One = First I’am the FIRST SON in the family… SOFT SKILLS = Tes�monials of my life

Just Between Us

There are some slides that are not printed and distributed:   Introduc�on Slides (why focus on so� skills)   Case Study Slides (executed strategy and approach)   Prac�ce and Exercise Slides (discussion)

Good news:   You may have it all by giving me your thumb drive/flash disk

What I would Like to Share …

“Managing Project in a rela�vely complex environment: the Case Study of Indonesia” (WELCOME TO ASEAN ECONOMIC COMMUNITY IN 2015)

The Bottom Line

PMI/PMBOK Defini�on: PROJECT MANAGEMENT is the applica�on of knowledge, skills,

tools, and techniques To project ac�vi�es to meet project requirements.

My Understanding a�er Years: PROJECT MANAGEMENT is an art and science of managing different people

who hopefully have the same ability and passion on making the ini�a�ve a success. (you may see and study it during the first day of the project: KICK OFF MEETING)

3C: COMMUNITY – CONSENSUS -‐ COORDINATION

Our Initiative in 2004: Integrated Project Management

RE-‐INVENTING PROJECT MANAGEMENT

Developing Worldclass Project Managers

February 2015

Between Projects and Routine Activities

Rou�ne Ac�vi�es (Opera�ons) Projects

No Start, No End … �me is within con�nuous form …

Clear Start, and Clear End State … �me is so precious …

Uniform Output … con�nuous learning is expected …

Unique Outcome(s) Targeted … no �me for learning in mo�on …

Structured People with Same Vision … long term, ambiguous, and qualita�ve …

Collec�ve of People with Same Objec�ve … short term, clear, and quan�ta�ve …

Big Space for Improvisa�on … many resources, open for change…

High Precision: No Place to Play Around … limited resources, op�mised mode …

Agenda for This Afternoon

Before Coffee Break • Why and What So� Skills are Required ?

A�er Coffee Break • How to Develop Project Manager’s So� Skills ?

Soft Skills Position among 9 PM Know-Areas

Managing People and Expecta�ons

Managing Risks of Unexpected Events

Managing Rela�onships among Stakeholders

  INTANGIBLE CHALLENGES and EFFORTS   UNLIMITED VARIABLES and UNCERTAINTIES   NO GUARANTEE FORMULAS for ACTIONS   RESULTS and OUTCOMES can be DIFFERENT   NON VALUE ADDED ACTIVITIES

STAKHOLDERS M

ANAG

EMEN

T

The Complexity of Today’s Global Project

Mix People, Mix Culture, Mix Styles

Mul�ple Objec�ves, Spectrum of Values

Aim for Outcomes not just Outputs

High Expecta�ons and High Pressures/Forces

Best Prac�ces Objec�ves, No Room for Errors

Dynamic Changes and Conflict Prone MULTIPLE STAKEHOLDERS -‐ MULTIPLE CHARACTERS MULTIPLE EXPECTATIONS – MULTIPLE OBJECTIVES

Lead to a High Risk Project’s Profile

MULTIPLE STAKEHOLDERS -‐ MULTIPLE CHARACTERS MULTIPLE EXPECTATIONS – MULTIPLE OBJECTIVES

When the project is considered a SUCCESS ?

When all stakeholders are HAPPY and SATISFIED !

Who are aboard in Our Project’s Team ?

Soft Skills is the Answer for the Challenge

What Kind of Soft Skills Required ?

FIVE DOMAIN OF SOFT SKILLS FOR PROJECT MANAGERS

LEADERSHIPS

COMMUNICATION BUSINESS AND MANAGEMENT

PERSONAL DEVELOPMENT

SOCIAL SKILLS

Domain #1: LEADERSHIP

LEADERSHIP

Basic Asser�veness

Delega�on Skills

Team Building

Mo�va�ng People

Problem Solving

Change Management

Coaching

Conflict Management

Presenta�on Skills

Supervisory Skills

Effec�ve Leaderships

Stress Management “Ability to orchestrate the diversity …”

Domain #2: COMMUNICATION

COMMUNICATION

Personal Communica�on

Interpersonal Communica�on

Group Communica�on

Social and Public Communica�on

Intercultural Communica�on

Public Rela�ons and Media Communica�on

Integrated Marke�ng Communica�on

Nego�a�on Skills

Communica�on in Crisis Management

Persuasion Strategy and Adver�sement

Technical Wri�ng

Non-‐Verbal Communica�on Strategy

“Ability to make people do what we want them to do …”

Domain #3: BUSINESS AND MANAGEMENT

BUSINESS AND MANAGEMENT

Business Plan Development

Entrepreneurships

Integrated Project Management

Managing Corpora�on and SMEs

Finance for Non-‐Finance People

Innova�on Management

Legal Aspects on Business and Management

Emerging Models for e-‐Business and e-‐Commerce

Investment Strategy and Wealth Management

Internet-‐Based Communica�on

Interna�onal Business and IPRs Management

Good Corporate Governance

“Ability to accomplish objec�ves through people and resources …”

Domain #4: PERSONAL DEVELOPMENT

PERSONAL DEVELOPMENT

Time Management

Confidence Building

Managing Personal Goals

Lateral and Crea�ve Thinking

Mul�ple Intelligence Development

Holis�c and Systemic Thinking

Ac�on Learning and Ac�on Research

Branding and Social Networking

Hypnotherapy

Self Improvement Strategy

Personal Management

IQ-‐EQ-‐SQ Development “Ability to empower and

to master personal capabili�es…”

Domain #5: SOCIAL SKILLS

SOCIAL SKILLS

Ci�zenships and Na�on Building

Social Ethics

Discourses Management

Social Responsibili�es

Environmental Care

Poli�cal Dynamic

Culture and Socio-‐Cultural Understanding

Diversity Management

Managing Globalisa�on

Family Development and Social Care

People Value Management

Public Safety and Security Management “Ability to engage and to control

groups of society…”

How to Equip PM with Set of Soft Skills ?

So� Skills = ARTS and SCIENCES of GETTING THINGS DONE through performing a set of personal competencies

BORN or MADE ?

50

tea break

Ways of Preparing Project Manager’s Soft Skills

Training

Exercising

Role Play

Prac�cing

Performing

Studying

Coaching

Experience

Problem: No Time, Project has already Started

Coaching on the fly … (seamlessly done during the project execu�on)

  Case Study #1 -‐ Healthcare   Case Study #2 -‐ Telco   Case Study #3 -‐ Bank   Case Study #4 -‐ Government

Case Study #1: Prodia Laboratory Network

Using Leading Change (T-Skills) that requires the Whole Brain

Approach:

Case Study #1: Prodia Laboratory Network

Using Analogy between Human Body System and IMC Concept

Lessons Learnt (the Secret)

Integrated Marke�ng Communica�on = Human Body IT Jargons Healthcare Terminologies Network, Database, Applica�ons, Governance, Values, Cloud Compu�ng, TCP/IP, Market Share, Business Model, Website, CRM/ERP/SCM, etc.

Diges�on System, Nerves System, Circula�on System, Hospital, Clinics, Health Condi�on, General Check Up, Cholesterol, Stroke, Medicine, etc.

Embracing the Concept High Confidence Stakeholders

Case Study #2: Telkom Indonesia

Using People Driven (Soft Skills) to Innovate and to Transform Org.

Approach:

Case Study #2: Telkom Indonesia

Customised Business Model for University Network

Business Deal with the Best on Providing

E-‐Educa�on Technology

U�lise Collec�ve Corporate Network Capabili�es to Serve

Open Educa�on Shared-‐Services

Ini�a�ves

3,018 Higher Educa�on

Ins�tu�ons

Na�onal E-‐Learning

System


Transforma�on = Becoming Service Based Organisa�on Challenges from the Owners Proposi�ons by Market All universi�es become new customers, money are coming from the new business models, targeted sustainable growth is achieved, and values are delivered to campuses.

Play with volume (transac�ons volume), capex should be absorbed by providers, guaranteed long term contract, join RFP is allowed, and profits are shared.

Open Mind Innova�ve Business Model(s)

Case Study #3: Bank Saudara

Using Human Capital (Stamina Power) to Implement Quick Learning

Approach:

Case Study #3: Bank Saudara

Close Rela�onship with Banks Associa�on and

Central Bank for Compliance Purposes

Strong Corporate Culture as People’s Bank of Indonesia

Collec�ve Experience from Smart Workers in Banking Industry The Implementa�on

of Talent Management System


Small Size Enterprise = Medium Size People’s Bank Percep�ons Ac�ons Small but not really beau�ful, limited niche market, slow growth, conven�onal orthodox company, mediocre service quality, not shown in the industrial radar, etc.

Invite high caliber professionals in the board, work closely with the central banks, develop good plan and communicate it frequently, involve in many interna�onal awards, etc.

Maximise People Network Strong Organisa�on

Case Study #4: Id-Sirtii

Using Good to Great Approach to Adopt and to Accelerate Growth

Approach:

Case Study #4: Id-Sirtii

Chairman and Vice Chairman (Management vs. Technical)

Five Core Tasks = Five Project Managers (Project Based Assignments)

Two Managers (Rou�ne Based Ac�vi�es) Chairman of Founders

Steering Commi�ee

The Best CERTs/CSIRTs in ASIA and Beyond


Nobody’s Child = Na�onal Best Prac�ces Before A�er No competent people, the most difficult CERT tasks in the world, lack of resources, highly governance organisa�on, �ght regula�on, li�le awareness on the issues, etc.

Ac�ve members of interna�onal CSIRTs/CERTs, na�onal standard best prac�ce, developing security industry, hos�ng range of conferences and world ac�vi�es, etc.

Strong Delega�on and Persuasion Methods Industry Trust

Indonesia’s Strategy to Develop Soft Skills

The Implementa�on of Thema�c and Integra�ve School’s Curriculum

The Introduc�on of Indonesia Qualifica�on Framework (IQF)

The Integrated Approach on Competencies for Professional Cer�fica�on Prac�ces

The Mandatory Requirements for Undergraduate Students

The Core Criteria within Na�onal Educa�on Standards

Exercise 1: The Power of Positive Intentions

Enlightening and Empowering Crea�ng Problems and Issues

I’d be glad to help you with that That’s not my job

How was your weekend? It’s none of your business

It was so much fun talking with you, my friend ! Nobody can be trusted here

I can put that display up for you I am not going to do manual labor

I’m glad you asked me to help. You were so kind in helping me out last week.

Just because you helped me – that’s your job. I don’t have �me to help you.

We all agree! That means the project will fly! Let’s give ourselves a round of applause!

Some people are so mushy.

Exercise 2: Ten Ways to Invalidate Others

Phenomena Examples

Ordering “Stop your whining. Do your job.” Threatening “If you don’t come up to speed, you won’t have your job for long.” Preaching “You ought to be respec�ul.” Giving Solu�ons “Just ignore him when he insults you.” Lecturing “In this economy, you should be happy you have a job.” Cri�cizing “Your opinions are irrelevant to this discussion.” Blaming “You were the one who insisted we do it this way.” Minimizing “You’re making too much of this.” Changing the Subject “Forget about your concerns. How was your weekend?” Denial “Don’t worry, It will all work out.”

Exercise 3: Gain Group Agreement

Tools

Delphi Technique Brainstorming Start-‐from-‐the-‐End Scenario Versus Approach Collec�ve Development Problems Acknowledgement Rela�onship Awareness Principles Outside the Box Thinking One Ship Quaran�ne

Ques�on

Who is our ENEMY? Answer

Mr. Assump�ons and Mrs. Percep�ons

Etc.

Exercise 4: Dealing with Difficult People

Types

Hos�le Aggresives Complainers Nega�vists Expert Know-‐It-‐Alls Unresponsive Clams Super-‐Agreeables Indecisive Stallers

“Happening Arts” Strategy:   Show cool gesture   Be firm and tac�ul   Acknowledge first   Perform empathy   Align ideas   Harmonise issues   Thanks for the process Etc.

The Days Ahead

 ASEAN integra�on market on 2015  Global power shi�ing to the east  Coope��on is the name of the game  Everything start with the project(s)

Success should be defined from the early stage!

The Best Things in Life

 Having good family  Having good friends  Having good jobs  Having good rela�ons with God

Good luck !!! (awakening and deploying your so� skills)

Questions and Answers

Documents

Reinventing Project Management: Innovate or Perish