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Strategy to Action: The Power of HSD Session 2: HSD and Project Management September 10, 2008. Glenda H. Eoyang, Ph.D. [email protected] Jennifer Schuster-Jaeger [email protected]. Why HSD?. Is change coming at you too fast? Are you surprised more too often? - PowerPoint PPT Presentation
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Strategy to Action:Strategy to Action:The Power of HSDThe Power of HSD
Session 2: HSD and Project ManagementSession 2: HSD and Project ManagementSeptember 10, 2008September 10, 2008
Glenda H. Eoyang, [email protected]
Jennifer [email protected]
© 2008. HSD Institute. 2
Why HSD?Why HSD?
Is change coming at you too fast? Are you surprised more too often? Do you know what to do but you can’t
explain why? Do the old solutions not work on new
problems? Have you heard about chaos and
complexity and wonder how they can help you cope?
© 2008. HSD Institute. 3
HSD AssumesHSD Assumes
Success is about fit. Dialogue is only the beginning. Understanding is not enough. Prediction may be impossible, and control is
expensive. Valuable insights are TRUE and USEFUL. Opportunities for tomorrow are locked into
today’s realities. Answers have a short shelf-life, but good
questions last forever.
© 2008. HSD Institute. 4
Series GoalSeries Goal
Improve your performance as you:
Manage projectsPlan for changeTrain and develop capacity
Manage performanceCommunicateLead virtual teams
© 2008. HSD Institute. 5
Series OverviewSeries Overview
Introduction to HSD July 9
HSD & Project Management September 10
HSD & Performance Management October 8
HSD & Planning for Change November 5
HSD & Communications December 10
HSD & Training and Development January 7
HSD & Virtual Teams February 11
© 2008. HSD Institute. 6
Your Guide . . . Your Guide . . . Glenda EoyangGlenda Eoyang
[email protected]@hsdinstitute.org
Began managing projects in 1981
Learned many lessons: Surprise shouldn’t be surprising. More time >> less certainty More players >> less certainty Larger scope >> less certainty More interdependency >> less
certainty More precision >> less certainty
© 2008. HSD Institute. 7
Your Guide . . . Your Guide . . . Jennifer Schuster-JaegerJennifer Schuster-Jaeger
[email protected] [email protected] HSDP Associate Manages change projects Learned many lessons:
It never comes out as you expect or plan. Expect changes—have a map so you can
change course and keep your bearings. Guiding documents are invaluable.
© 2008. HSD Institute. 8
Today we will . . . Today we will . . .
Explore the challenges of traditional project management.
Recognize three patterns of project dynamics.
Explore ways to influence the dynamics of projects.
Recommend ways to see and influence projects more effectively.
© 2008. HSD Institute. 9
Today we will . . . Today we will . . .
Apply three HSD tools to issues in project management:
Landscape Diagram Adaptive Action Process Decision Map
© 2008. HSD Institute. 10
What are your project What are your project management challenges?management challenges?
People have other agendas. Scope of project is too large/small. Resources aren’t available. Expectations/requirements change. Other projects compete. Leaders aren’t supportive. Communications isn’t reliable. And . . .
All of these challenges arise over time because players don’t AGREE, the environment is UNCERTAIN, or BOTH.
© 2008. HSD Institute. 11
Strategy to ActionStrategy to ActionHSD ToolsHSD Tools
Landscape Diagram Adaptive Action Decision Map
© 2008. HSD Institute. 12
Landscape DiagramLandscape DiagramKnow When Your Changes Are In the Know When Your Changes Are In the
Zone of Self-OrganizingZone of Self-Organizing
Certainty
Agre
emen
t
Close to Far from
Far
from
Clos
e to Organized
OrderlyPredictable
UnorganizedRandom
Surprising
PatternedEmergentInteractive
Complex adaptive
© 2008. HSD Institute. 13
Project Management Project Management Organized ExpectationsOrganized Expectations
Close to agreement Scope Goal Budget Project team members
Close to certainty Deliverables Rewards Schedule
*
© 2008. HSD Institute. 14
Managing the Managing the OrganizedOrganized
Maintain agreement: Document assumptions and expectations Meet often Include few people Focus on narrow scope/goal
Maintain certainty: Report often Keep communications close Hold scope constant Ensure few interdependencies
© 2008. HSD Institute. 15
How does it work?How does it work?
Insert Jennifer’s picture here.
© 2008. HSD Institute. 16
Far from agreement Individual agendas Understanding goals Personal styles Cultural differences
Far from certainty Media attention Legislative/regulatory changes Competitor actions Technology glitches/opportunities
Project Management Project Management Unorganized EnvironmentUnorganized Environment
*
© 2008. HSD Institute. 17
Managing the Managing the UnorganizedUnorganized
Increase agreement: Collect data over time Look for patterns Stay connected to near- and far-neighbors
Increase certainty: Focus on things you can control/predict Build close connections Establish strong/impermeable boundaries Increase trust across the system
© 2008. HSD Institute. 18
How does it work?How does it work?
Insert Jennifer’s picture here.
© 2008. HSD Institute. 19
Adapt agreement Team meetings Project reviews Customer feedback Dialogue
Adapt certainty Short-term milestones Environmental scans Stories about environment & expectations Iterative project re-planning
Project Management Project Management Self-Organizing RelationshipsSelf-Organizing Relationships
*
© 2008. HSD Institute. 20
Managing the Managing the Self-organizingSelf-organizing
Adapt agreement: Ask questions Stay connected Listen and be willing to change
Adapt certainty: Review/revise plans regularly Use participative planning processes Be transparent with assumptions/constraints Understand what is stable in the environment
© 2008. HSD Institute. 21
How does it work?How does it work?
Insert Jennifer’s picture here.
© 2008. HSD Institute. 22
What? Is happening? Do I see/hear?
So what? Does it mean to me/others? Can I learn?
Now what? Can I do to improve fitness for me/others? Begin again!
Adaptive ActionProject Management
The Adaptive Action Process can help you stay in the self-organizing space as conditions change.
© 2008. HSD Institute. 23
Tips: Repeat the process early and often. Use Adaptive Action for yourself as you lead a
project. Help your team use Adaptive Action as they
encounter changes and challenges. Complete an Adaptive Action Cycle at the
project start to build your plan. Complete an Adaptive Action cycle at the
close of a project to capture lessons learned.
Adaptive Action
© 2008. HSD Institute. 24
How does it work?How does it work?
Insert Jennifer’s picture here.
© 2008. HSD Institute. 25
Decision MapDecision Map
World View
Reality
Rules
Project ManagementThe Decision Map helps you understand potential sources of agreement and certainty.
© 2008. HSD Institute. 26
Decision Map Decision Map
Tips: How much agreement does your team have
on world view, rules, and reality? Consider your other stakeholders. How are
their Decision Maps the same? different? What rules are given and which ones can
change? What is the current reality? How is it likely
to change?
© 2008. HSD Institute. 27
How does it work?How does it work?
Insert Jennifer’s picture here.
© 2008. HSD Institute. 28
Today we Today we planned to . . . planned to . . .
Explore the challenges of traditional project management.
Recognize three patterns of project dynamics.
Explore ways to influence the dynamics of projects.
Recommend ways to see and influence projects more effectively.
© 2008. HSD Institute. 29
For more information:For more information:
Contact Susan Heidorn for HSD and Project Management courses and consulting.
Read some good books: Coping with Chaos: Seven Simple Tools, Eoyang Facilitating Organization Change: Lessons from
Complexity Science, Olson & Eoyang Check out the HSD Institute website:
www.hsdinstitute.org
© 2008. HSD Institute. 30
Next time we will . . . Next time we will . . .
Consider complex human systems dynamics of Performance Management.
October 8, 2008Same placeSame time
What are your performance management
challenges?