“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 cannot be a CEO ?
• Why project manager needs Soft Skills more than hard skills to climb the echelon of manager ?
• Why project manager needs to be “Whole Brain Manager” ?
• Why Business, Leadership, and Entrepreneurship are “Must Have” competence ?
• Why must “Innovate or Perish” ?
Strategic-Business-Operations
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 Business, Leadership, and Entrepreneurship are “Must Have” competence ?
• Why must “Innovate or Perish” ?
Strategic-Business-Operations
People-Driven
Learning Objectives
• Why project manager cannot be a CEO ?
• Why project manager needs Soft Skills more than hard skills to climb the echelon of manager ?
• Why project manager needs to be “Whole Brain Manager” ?
• Why Business, Leadership, and Entrepreneurship are “Must Have” competence ?
• Why must “Innovate or Perish” ?
Strategic-Business-Operations
People-Driven
T-Skills
Learning Objectives
• Why project manager cannot be a CEO ?
• Why project manager needs Soft Skills more than hard skills to climb the echelon of manager ?
• Why project manager needs to be “Whole Brain Manager” ?
• Why Management, Leadership, and Entrepreneurship are “Must Have” Competence ?
• Why must “Innovate or Perish” ?
Strategic-Business-Operations
People-Driven
T-Skills
Interconnected
Learning Objectives
• Why project manager cannot be a CEO ?
• Why project manager needs Soft Skills more than hard skills to climb the echelon of manager ?
• Why project manager needs to be “Whole Brain Manager ?
• Why Business, Leadership, and Entrepreneurship are “Must Have” competence ?
• Why must “Innovate or Perish” ?
Strategic-Business-Operations
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 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
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 !
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 #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
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
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