Reinventing Project Management: Innovate or Perish

Reinventing Project Management: Innovate or Perish Prof. KC Chan dan Prof. Eko Indrajit

“Make Projects the School for Leaders”

Kim B. Clark, Emeritus Professor, Harvard Business School

Reinventing Project Management: Opening Thought

Reinventing Project Management: Innovate or Perish

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

Reinventing Project Management: Innovate or Perish

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

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

Welcome Back for Afternoon Session

Soft Skills Position among 9 PM Know-Areas

Managing People and ExpectaDons

Managing Risks of Unexpected Events

Managing RelaDonships 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

The Complexity of Today’s Global Project

Mix People, Mix Culture, Mix Styles

MulDple ObjecDves, Spectrum of Values

Aim for Outcomes not just Outputs

High ExpectaDons and High Pressures/Forces

Best PracDces ObjecDves, 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 AsserEveness

DelegaEon Skills

Team Building

MoEvaEng People

Problem Solving

Change Management

Coaching

Conflict Management

PresentaEon Skills

Supervisory Skills

EffecEve Leaderships

Stress Management “Ability to orchestrate the diversity …”

Domain #2: COMMUNICATION

COMMUNICATION

Personal CommunicaEon

Interpersonal CommunicaEon

Group CommunicaEon

Social and Public CommunicaEon

Intercultural CommunicaEon

Public RelaEons and Media CommunicaEon

Integrated MarkeEng CommunicaEon

NegoEaEon Skills

CommunicaEon in Crisis Management

Persuasion Strategy and AdverEsement

Technical WriEng

Non-‐Verbal CommunicaEon 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 CorporaEon and SMEs

Finance for Non-‐Finance People

InnovaEon Management

Legal Aspects on Business and Management

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

Investment Strategy and Wealth Management

Internet-‐Based CommunicaEon

InternaEonal Business and IPRs Management

Good Corporate Governance

“Ability to accomplish objecDves through people and resources …”

Domain #4: PERSONAL DEVELOPMENT

PERSONAL DEVELOPMENT

Time Management

Confidence Building

Managing Personal Goals

Lateral and CreaEve Thinking

MulEple Intelligence Development

HolisEc and Systemic Thinking

AcEon Learning and AcEon Research

Branding and Social Networking

Hypnotherapy

Self Improvement Strategy

Personal Management

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

to master personal capabiliDes…”

Domain #5: SOCIAL SKILLS

SOCIAL SKILLS

CiEzenships and NaEon Building

Social Ethics

Discourses Management

Social ResponsibiliEes

Environmental Care

PoliEcal Dynamic

Culture and Socio-‐Cultural Understanding

Diversity Management

Managing GlobalisaEon

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 ?

Ways of Preparing Project Manager’s Soft Skills

Training

Exercising

Role Play

PracDcing

Performing

Studying

Coaching

Experience

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

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-‐EducaDon Technology

UDlise CollecDve Corporate Network CapabiliDes to Serve

Open EducaDon Shared-‐Services

IniDaDves

3,018 Higher EducaDon InsDtuDons

NaDonal E-‐Learning System

Case Study #3: Bank Saudara

Using Human Capital (Stamina Power) to Implement Quick Learning

Approach:

Case Study #3: Bank Saudara

Close RelaDonship with Banks AssociaDon and

Central Bank for Compliance Purposes

Strong Corporate Culture as People’s Bank of Indonesia

CollecDve Experience from Smart Workers in Banking Industry The ImplementaDon

of Talent Management System

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 (RouDne Based AcDviDes) Chairman of Founders

Steering Commihee

The Best CERTs/CSIRTs in ASIA and Beyond

Indonesia’s Strategy to Develop Soft Skills

The ImplementaDon of ThemaDc and IntegraDve School’s Curriculum

The IntroducDon of Indonesia QualificaDon Framework (IQF)

The Integrated Approach on Competencies for Professional CerDficaDon PracDces

The Mandatory Requirements for Undergraduate Students

The Core Criteria within NaDonal EducaDon Standards

Questions and Answers

Reinventing Project Management: Innovate or Perish

Documents

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