Más contenido relacionado La actualidad más candente (20) Similar a PMI Global Congress North America 2015 - Change the system, not the people. (20) Más de Michal Raczka (13) PMI Global Congress North America 2015 - Change the system, not the people.1. Your Projects Fail? Don't Change
the Methodology or People.
Change the System!
Session Code: NA2015MTL02
Michal Raczka, PMP, PMI-ACP, PSPO/PSM , AgilePM, CISA, MBA
mBank S.A.
@mraczka
2. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
3. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
4. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Partner discussion
5. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
PM
Waterfall
LeanStartup
DSDM
agile
WetAgile
Prince2
6. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Strona
B u l l ** i t
7. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Project results?
Standish Group 2010
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Project results?
Standish Group 2015
9. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
10. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
11. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“Changing methodology is easy but it doesn’t
necessarily require the people to change”
12. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
13. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“People are good and they need to have a
healthy organization system around to perform
to high standards.”
14. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Strona
15. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Organization Layers
Practices
Methodologies
Competencies (People)
Rules/System
Values
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Old Project Management Approach
Practices
Methodologies
Competencies (People)
Rules/System
Values
Values around
management
McGregor TheoryX,
hierarchy, plans,
control, silos
Waterfall, Control based, focused
on tasks accomplishment
Status Reports &
Meetings
Standardized, forced to
repeatable tasks
17. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
New Project Management Approach
Practices
Methodologies
Competencies (People)
Rules/System
Values
Values around
Leadership
McGregor Theory Y,
empowered teams,
experiments, respect
Empirical, agile, focused on
business value/Customer delight
Team consensus
Individual, creative, work
based on knowledge
19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
20
80
Mechanics
Organizational Culture
20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Leaders are missing the solution because they
are not looking at the systems, structures,
processes and polices that affect day-to-day
behaviors. They are focused on the symptoms
instead of the principles that promote trust.
S. Covey „Speed of trust”
21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
New Project Management Approach
Practices
Methodologies
Competencies (People)
Rules/System
Values
Values around
Leadership
McGregor Theory Y,
empowered teams,
experiments, respect
Empirical, agile, focused on
business value/Customer delight
Team consensus
Individual, creative, work
based on knowledge
22. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Strona
23. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Commitment
Focus
Openness
Respect
Courage
Values - Leadership
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
System of work issues
1. Structure, Hierarchy and communication issues/barriers
2. People competencies vs Structure
3. Team dysfunctions
4. Sponsor/Customer engagement
5. Project Manager / Leader and competencies
6. Goals (individual, team, hierarchy)
7. Multitasking
8. Risk management (first things first)
9. Planning (long time, short time)
10. Adaptability, Resilience vs Security
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Stuctures vs communication
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
27. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“Traditional organizational structures look like
small brain and big body”
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
29. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Rafting
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“Imagine how good a PM must be to overcome
all the barriers created by a silo-based structure”
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Strona
People Competencies vs. Structure
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“Projects are not production lines —
standardization doesn’t work.”
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Manager / Project Manager
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Competences
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“Project managers! don’t be Renaissance man
– Follow PMI Talent Triangle”
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
5 Team Dysfunctions
Absence of trust
Fear of Conflict
Lack of Commitment
Avoidance of
Accountability
Inattention to
Results
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Sponsor engagement
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
39. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Project Sponsors – if they are not
engaged, why would you be?
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Team goals
Strona
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“A team is what you have when people have the
same purpose and goals. This is obvious to
understand, but rare in many organizations.”
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Hierarchy and Strategy
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Mutlitasking
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Risk ManagementRisk
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“The bigger the value of risk, the higher it
should be on the priority list to test it and learn
from it. ”
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Planowanie długofalowe w detalach
Planning – Detailed & LongTerm
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
48. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Adaptability and Resilience vs.
Security
Adaptability vs Security
49. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
TwitAway
“A system of work should create an
environment that is ready to test a change in a
secure way.”
50. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Story “Trust and Architecture”
51. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
System of work issues
1. Structure, Hierarchy and communication issues/barriers
2. People competencies vs Structure
3. Team dysfunctions
4. Sponsor/Customer engagement
5. Project Manager / Leader and competencies
6. Goals (individual, team, hierarchy)
7. Multitasking
8. Risk management (first things first)
9. Planning (long time, short time)
10. Adaptability, Resilience vs Security
52. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Ready?
53. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Partner discussion
54. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
“Don't ask for permission,
beg for forgiveness”
Tim Ferriss
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
“Goal is to be happy while learning
new things and creating value in a
network with other people”
Jurgen Appelo
56. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
20
80
Mechanics
Organizational Culture
57. “PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
58. 58
• Name: Michał Rączka
• Twitter: @mraczka
• LinkedIn: https://linkedin.com/in/mraczka
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