preparing project managers to deal with complexity advanced project management education janice...

Preparing project managers to Preparing project managers to deal with complexity deal with complexity Advanced project management Advanced project management

educationeducation

Janice Thomas, PhDJanice Thomas, PhDProgram Director, MBA in PMProgram Director, MBA in PMAthabasca UniversityAthabasca University

Thomas Mengel, PhDThomas Mengel, PhDAssociate Professor, Leadership EducationAssociate Professor, Leadership EducationUniversity of New BrunswickUniversity of New Brunswick

Bournemouth, Sept 2007Bournemouth, Sept 2007 22

OverviewOverview

Why do we need Advanced PM Why do we need Advanced PM Education?Education?

How do we develop PM’s today?How do we develop PM’s today? What do we need to do to prepare What do we need to do to prepare

PM’s for complexity??PM’s for complexity??


Why do we need Advanced Why do we need Advanced PM?PM?


The Old ModelThe Old Model

NewtonianNewtonianModernModern– World is predictableWorld is predictable– Work is routineWork is routine– Estimates are possibleEstimates are possible– Standardization improves resultsStandardization improves results– Minimize changeMinimize change– Security thru rigorSecurity thru rigor


Newtonian PM ModelsNewtonian PM Models

A B

A project is a team based organizational activity undertaken to create a unique product or service within defined schedule, cost and performance parameters


However,However,

Projects consistently miss objectives– Anatomy of Major Projects

Morris & Hough 1984

– Chaos, Extreme Chaos Standish reports, 1994, 2001, 2002…

– Mega Projects and Risk Flyvberg et al. 2003


Newtonian PM ModelsNewtonian PM Models

A B

D


So what do we do:So what do we do:

Increase training and researchIncrease training and research Join AssociationsJoin Associations Build PM0’s, move PM up the orgBuild PM0’s, move PM up the org Increase standardization, Increase standardization,

codification, certification, codification, certification, professionalizationprofessionalization

Move to Agile methodsMove to Agile methodsResulting in some improvement


Why isn’t it working?Why isn’t it working?

All these approaches assume that we All these approaches assume that we know how to manage projectsknow how to manage projects

Is this true?Is this true?Doing the same things and expecting Doing the same things and expecting

different results is the definition of different results is the definition of insanityinsanity

Albert EinsteinAlbert Einstein

Might be “Newtonian Neurosis” Might be “Newtonian Neurosis”

Doug DeCarloDoug DeCarlo


Why do we need Advanced Why do we need Advanced PM?PM?

Trained and or certified project managers are Trained and or certified project managers are no more successful than “accidental” project no more successful than “accidental” project managers in today’s complex world managers in today’s complex world (Crawford, (Crawford, 2005)2005)

Current certification level pm training fails to Current certification level pm training fails to prepare project management students for prepare project management students for complexity complexity (Crawford, Morris, Thomas and Winter, 2006)(Crawford, Morris, Thomas and Winter, 2006)

Role of complexity, chaos, and uncertainty is Role of complexity, chaos, and uncertainty is gaining recognition in both research and gaining recognition in both research and practice practice (Ives, 2005)(Ives, 2005)


The Edge of ChaosThe Edge of Chaos

We live in “a world where chaos and We live in “a world where chaos and order exist in tandem, order exist in tandem,

where stability is never guaranteed where stability is never guaranteed but chaos always conforms to a but chaos always conforms to a boundary”boundary”

Margaret J. Wheatley, Margaret J. Wheatley, Leadership and the New ScienceLeadership and the New Science


New Model (s)New Model (s)

QuantumQuantumPost ModernPost Modern– Uncertainty reignsUncertainty reigns– Work is Complex, Flexible, Work is Complex, Flexible,

Customized, UniqueCustomized, Unique– Murphy’s laws ruleMurphy’s laws rule– Welcome changeWelcome change– Security by relaxing controlsSecurity by relaxing controls


Quantum PM ModelsQuantum PM Models

A B

C

Surfing on the edge of chaos

TPM

A project is a complex adaptive system that requires learning and responsive adaptation.

D


NewtonianNewtonianValues efficiencyValues efficiency

– Deliver planned resultsDeliver planned results– Planning drives resultsPlanning drives results– Correct to baselineCorrect to baseline– Manage tasksManage tasks– Employ robust policies Employ robust policies

and proceduresand procedures– Eliminate mistakesEliminate mistakes

QuantumQuantumValues effectivenessValues effectiveness

– Deliver desired ResultsDeliver desired Results– Results drive planningResults drive planning– Correct to what’s Correct to what’s

possiblepossible– Manage relationships Manage relationships – Employ guidelines and Employ guidelines and

valuesvalues– Reward mistakesReward mistakes


Which is better?Which is better?

It Depends. . .It Depends. . .

– On your organization’s maturityOn your organization’s maturity– On the type of projects you On the type of projects you

undertakeundertake– On your peopleOn your people– 0n the content in which you operate0n the content in which you operate


What kind of PM do we need What kind of PM do we need to be successful in this to be successful in this environment?environment?


How do we develop How do we develop expertise?expertise?

Level of Proficiency

Experience and Training

Apprentice

Journeyman

Master


Apprentice PMsApprentice PMs……

Learn the formulas and Learn the formulas and ““most projects most of the time” most projects most of the time” knowledge of the field knowledge of the field

Focus on “know what”Focus on “know what” Develop Cognitive Intelligence of Develop Cognitive Intelligence of

PM PM Work within established guidelinesWork within established guidelines Practice on simple projects Practice on simple projects


Journeyman PMs…Journeyman PMs…

Learn context dependent and Learn context dependent and independent PM knowledge independent PM knowledge

Develop know how, know where, Develop know how, know where, know when knowledge know when knowledge

EQ knowledge becomes importantEQ knowledge becomes important Refine PM guidelinesRefine PM guidelines Competently Competently managemanage systems systems

projectsprojects


Master PMsMaster PMs … …

Develop holistic and intuitive approach Develop holistic and intuitive approach Act as trusted advisersAct as trusted advisers Are accountableAre accountable Deliver workable value Deliver workable value Provide context dependent and Provide context dependent and

appropriate PM policies, practices & appropriate PM policies, practices & proceduresprocedures

LeadLead complex adaptive projects where complex adaptive projects where the traditional rules of PM fall shortthe traditional rules of PM fall short


Developing PM CompetencyDeveloping PM Competency

ApprenticeApprentice JourneymaJourneymann

MasterMaster

LevelLevel NoviceNovice CompetentCompetent ExpertExpert

Nature of Nature of KnowledgeKnowledge

Context Context independentindependent

Both Both dependent & dependent & independentindependent

Intuitive, Intuitive, holistic, holistic, syntheticsynthetic

Relation to Relation to environmenenvironmentt

ReactiveReactive Relational / Relational / ResponsiveResponsive

Orientational / Orientational / InterpretiveInterpretive

Roles Roles Team LeaderTeam Leader Project MgrProject Mgr Project LeaderProject Leader

Knowledge Knowledge ApplicationApplication

Analytical Analytical deliberationdeliberation

Analytical Analytical InterpretatioInterpretationn

Intuitive LeapsIntuitive Leaps

DevelopmeDevelopmentnt pathpath

Project Exp.Project Exp.

Formal Educ.Formal Educ.Proj Mgt Exp. Proj Mgt Exp.

Business Business SkillsSkills

Advanced PMAdvanced PM

Requires Requires “Giving Back”“Giving Back”

Bournemouth, Sept 2007Bournemouth, Sept 2007

How Do We Develop Project How Do We Develop Project Managers today?Managers today?

2222



2004 Study of REP and University Websites 2004 Study of REP and University Websites – 6,982 REP programs, 12 universities6,982 REP programs, 12 universities– Only 580 REP offerings (8%) and 1 university Only 580 REP offerings (8%) and 1 university

program explicitly target advanced (PMP) program explicitly target advanced (PMP) audienceaudience

– Most programs emphasize PMBOK Guide and / Most programs emphasize PMBOK Guide and / or “best practices” or “best practices”

– Little evidence of taking complexity theory Little evidence of taking complexity theory seriouslyseriously

– Complexity or complex referred to the nature Complexity or complex referred to the nature of the project not the underlying assumptionsof the project not the underlying assumptions

2323



• 2005 PMI REP Meeting Toronto2005 PMI REP Meeting Toronto• recognizes 85% of REP training is on recognizes 85% of REP training is on

basics and dissemination of “best basics and dissemination of “best practices” practices”

• encourages development of higher encourages development of higher level training and development level training and development materialmaterial

• focus still on content provisionfocus still on content provision

2424



2007 Study of REP and University 2007 Study of REP and University Websites Websites – 12,500 REP programs, 15 universities12,500 REP programs, 15 universities– Only 954 REP offerings (8%) and 2 Only 954 REP offerings (8%) and 2

university programs explicitly target university programs explicitly target advanced (PMP) audienceadvanced (PMP) audience

– Most programs emphasize PMBOK Guide Most programs emphasize PMBOK Guide and / or “best practices” and / or “best practices”

– Little evidence of taking complexity Little evidence of taking complexity theory seriouslytheory seriously

What do we need to do What do we need to do to prepare project to prepare project managers for managers for complexity?complexity? Build programs based on how adults Build programs based on how adults

learn and develop expertiselearn and develop expertise Take into account different types of Take into account different types of

intelligenceintelligence Learn from the 15+ year head start Learn from the 15+ year head start

management learning and education management learning and education has in critical and complexity has in critical and complexity educationeducation



How Do Adults Learn?How Do Adults Learn?

Stage 3:Formation of

abstract concepts and generalization

s

Stage 1:Having an experience

Stage 4:Testing the Implication

s of concepts in

new situations

Stage 2:Reviewing the

experience

Experience

ReflectionApplication

Generalization

What?

So What?Now What?

Based on Kolb’s Model of Learning in Adults


Developing PMs for Developing PMs for Uncertainty and Complexity…Uncertainty and Complexity…

Mengel & Thomas, 2004 building from


Developing Master PMs Developing Master PMs Requires…Requires…

Accepting new objectivesAccepting new objectives– Reduced focus on content and Reduced focus on content and

analytical skillsanalytical skills– Emphasize developing skills to deal Emphasize developing skills to deal

with ambiguity, complexity and with ambiguity, complexity and uncertaintyuncertainty

– Decision making, negotiation, Decision making, negotiation, prioritization, flexibility, communication, prioritization, flexibility, communication, and adaptability become keyand adaptability become key

– Role of Project Manager as Business Role of Project Manager as Business ManagerManager



Covering new content on:Covering new content on:– organizational, project and environmental organizational, project and environmental

context and inter-relationshipscontext and inter-relationships– strategy, finance, leadership, networking, strategy, finance, leadership, networking,

knowledge management, cross cultural, ethics knowledge management, cross cultural, ethics and valuesand values

– coping with continuous change, self-organized coping with continuous change, self-organized dynamics, virtual and cross cultural comm.dynamics, virtual and cross cultural comm.

– self-knowledgeself-knowledge– various frames of reference various frames of reference – skills to build and contribute to high-skills to build and contribute to high-

performance teamsperformance teams



New methods of deliveryNew methods of delivery– Flexibly fit with work lives of senior Flexibly fit with work lives of senior

practitionerspractitioners– Encourage questioning of theory and practiceEncourage questioning of theory and practice– Provide opportunity to apply new models to Provide opportunity to apply new models to

educational and practical situationseducational and practical situations– Facilitate sharing experience and knowledge Facilitate sharing experience and knowledge

with peers and instructorswith peers and instructors– Enable/require reflective practice as a portion Enable/require reflective practice as a portion

of the educational modelof the educational model– Developing models of co-learningDeveloping models of co-learning


ConclusionsConclusions

If we need Master PMs, then our If we need Master PMs, then our development of PMs must adapt to provide development of PMs must adapt to provide the skills and competencies needed the skills and competencies needed

Today’s educational offerings largely aim Today’s educational offerings largely aim at transferring know what and know how at transferring know what and know how regarding “most projects most of the time” regarding “most projects most of the time” and “best practices” and “best practices”

Master PM preparation and training is Master PM preparation and training is largely left to the individual practitionerslargely left to the individual practitioners


Master PM programs Master PM programs should…should…

Go beyond basics of BOKsGo beyond basics of BOKs Focus on accomplishment rather than Focus on accomplishment rather than

controlcontrol Depend on a sustained transfer of Depend on a sustained transfer of

knowledge and experience between knowledge and experience between practitioners and academicspractitioners and academics

Focus on developing RPs capable of Focus on developing RPs capable of customizing PM practice to contextcustomizing PM practice to context

Prepare PMs to live with and lead through Prepare PMs to live with and lead through ambiguity, uncertainty, and changeambiguity, uncertainty, and change

preparing project managers to deal with complexity advanced project management education janice...

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