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Oxford Major Programmes Ltd.
Dealers in Hope08/02/17
Benedict Pinches
Politics
Business/Pay Differential
Since 1 January 2017, the average FTSE 100 CEO has earned £551,800
High Pay Centre, 09:14 February 2017
Three Giant Forces
Technology The Market
Mother Nature
Thomas L Frieman, Thank You For Being Late, 2016
Organisational Context
Frederic Laloux, Reinventing Organisations, 2014
Magic
• Self = centre of universe
• Ritualistic• Tribes of a few
hundred
Impulsive
• Ego = separate from others
• Present focus• Chiefdoms &
proto Empires
Conformist
• Newtonian cause & effect
• Linear time line• Civilisations &
Religions
Achievement
• More = better• Universe is
complex clockwork
• Modern corporations
Pluralistic
• All perspectives deserve equal respect
• Relationships > outcomes
• Family/community
Evolutionary
• Life as a journey• Self management• Living systems
+15,000 BC 4,000 BC10,000 BC 1680 AD 1960 AD
Bureaucracy Post-Bureaucracy
Consensus through acquiescence to authority Consensus through institutionalized dialogue
Influence based on formal position Influence through persuasion/personal qualities
Internal trust immaterial High need for internal trust
Emphasis on rules and regulations Emphasis on organisational mission
Information monopolised at top of hierarchy Strategic information shared in organisation
Focus on rules for conduct Focus on principles guideing action
Fixed (and clear) decision making processes Fluid/flexible deicison making processes
Network of specialized functional relationships Communal spirit/friendship groupings
Hierarchical appraisal Open and visible peer review processes
Definite and impermeable boundaries Open and permeable boundaries
Objective rules to ensure equity of treatment Broad public standards of performance
Expectation of constancy Expectation of change
Damian Hodgson, Comparison of Bureaucratic and Post-Bureaucratic Organisations, 2004
What about project management?
The Iron TriangleEarned ValueConfiguration ManagementValue EngineeringPrecedence SchedulingResource Allocation
Peter Morris, The Management of Projects, 1994. Jon Whitty, Agile is not the End Game, 2013
Waves of InnovationDrag picture to placeholder or click icon to add
Water power
Steam power
Electricity + internal combustion engine
Electronics aviation space
InternetSustainability
Mobile
Data
Innovation
1785 1845 1900 1950 1990 2010
Industrial Revolution
Classical Management
Project Management
??? Management
2017
adapted from K Hargroves, M Smith, The Natural Advantage of Nations, 2005
Fayol Five Management Functions
Coordinate
Plan
Organise
Command
Control
Henri Fayol, General and Industrial Management, 1916
Systems / Contingency Thinking
©Mark Winter, Manchester Business School
Project Management is…Art
Science Craft
Project Management
Henry Mintzberg, Managing, 2009
Not ‘Soft’ but ‘Real’
Adaptability
Consistency
Resilience Hunger to learn
CompassionEmpathy
Competitiveness
Passion for customer service
Emotional intelligence
Endurance
Enthusiasm
Ethical
EtiquetteFriendliness
BalanceDiplomacyMotivation
Self awareness
Self confidence
Humour
Strategic thinker
Tolerance
Focus Decisive
Diligent
EntrepreneurialFacilitation
Goal-setting
Innovative
Listening Tasteful
CreativeCritical thinking
Acceptance
MentoringGood judgement
CharismaInfluence
Inspiring
Negotiation
Presentation
Persuasion
Story telling
Seth Goldin, Medium, 2017
PM ‘profession’
Patrick Weaver, The Origins of Modern Project Management, 2007
Buyers
Builders
Users
PM Team
lawyers
special interest groupsGovernment
Regulatorsaudit
financial beneficiaries
negative stakeholders
PR
designersarchitects
consultants
technicians
general public
operators
support
Vision, Team and Culture
‘Outside Eye’
Data
BenefitsStakeholders
Benedict PinchesFounder and DirectorOxford Major ProgrammesPhone: +44 (0) 7956 677 483Email: [email protected]: @oxmpWeb: www.oxmp.coFacebook: http://on.fb.me/PzavIu