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1. DIS Project Management
Five mega trends in Project Management

2. MBA, MMT, Produktionsingeniør
Prince2, IPMA, PM Agile,
Belbin, Peopletools, ICF Coach
Årets Danske Projektleder 2006
Johnny H.G. Ryser
Head of Project Management
+45 87 38 74 50
+45 27 62 99 06
jry@d-i-s.dk
Technology Development
Proces development
Management consulting
Greatest Innovation House in DK
CREADIS GmbH
Dortmund
CREADIS GmbH
Nürnberg
CREADIS GmbH
Hamburg
DIS A/S
Århus
CREADIS A/S
Oslo

3. DIS Project Management
Hands on
Project
Management
Project
Management
consulting
Project
Management
Academy

4. The basics

5. What is a project (IPMA)?
Project
characteristics
One of a kind
Cross
organizational
TargetedTime limited
Ressource
demanding

6. The project rocket
Idea Planning
Imple-
mentation
Operation
Project leadership (doing it right)
Project management (doing the right things)

7. An agile version
Project leadership(do it right)
Project management(do the right things)
Imple-
mentati
on
Operation
Plan-
ning
Imple-
mentati
on
Operation
Plan-
ning
Imple-
mentati
on
Operation
Plan-
ning
Idea

8. 5 Mega Trends

9. Why

11. 2015
History
1987
1963
1913

12. History
2013
1987
1963
1913
1856-1915 Frederick W. Taylor
1864-1920 Max Weber
1863-1947 Henry Ford

13. Eksponential development

14. PRojects IN Controlled Environments?

15. What

16. 1. Effect focus
2. Customized project processes
3. Human focus
4. Intrinsic motivation
5. Projects as organization

17. Product
Proces
Time
Cost Outcome
Learning
Use
Value
Project retrospectives:
Evaluating Project Succes, Failure , and Everything in between
Nelson, MIS Quarterly executive Vol.4 No.3 Sept. 2005
1. From product focus to effect focus

18. What´s in it for us?
How does the world
look afterwards?
End point:
1. From product focus to effect focus
Purpose:
Ressources
Why?
Products
Productivity
Efficiency
By what means? How?
Success criteria
(SMART)
Succes criteria
(SMART)

19. 1. From product focus to effect focus
Deliver more value with
less waste
What´s in it for us?
How does the world
look afterwards?
End point:Purpose:
Ressources
Why?
Products
Productivity
Efficiency
By what means? How?
Success criteria
(SMART)
Succes criteria
(SMART)

20. 1. From product focus to effect focus
Project Waste:
1. Multi tasking
2. Unnecessary
movements
3. Over processing
4. Over production
5. Stocks
6. Handovers/Transitions
7. Errors
8. Transportation
9. Unused potential
What´s in it for us?
How does the world
look afterwards?
End point:Purpose:
Ressources
Why?
Products
Productivity
Efficiency
By what means? How?
Success criteria
(SMART)
Succes criteria
(SMART)

21. 2. From normative project models to customized project processes
Requirement
Spec
SW
Requirements
Analysis
Program
design
Coding
Testing
Operations

22. 2. From normative project models to customized project processes
VerySerious
risks
Manageable
risks

23. 30 years of research on critical success criteria for projects:
3. From tools focus to human focus
1. The project manager
2. The project team
3. Strong Commitment from project sponsor(s)
4. Early involvement of stakeholders
5. Stakeholder approval of project plans
6. Ample communications

24. 3. From tools focus to human focus
1. Communication
2. Coordination of tasks
3. Balance of individual contributions
4. One for all, all for one
5. Effort
6. Cohesion
Critical success criterias for teams:

25. What do project managers do – 6+1 role
Sense maker
Web weaver
Flow master
Game master
Motion master
Problem master
(Knowledge master)

26. Sense maker
Web weaver
Flow master
Game master
Motion master
Problem master
(Knowledge master)
What do project managers do – 6+1 role

27. Sense maker
Web weaver
Flow master
Game master
Motion master
Problem master
(Knowledge master)
What do project managers do – 6+1 role

28. Sense maker
Web weaver
Flow master
Game master
Motion master
Problem master
(Knowledge master)
What do project managers do – 6+1 role

29. Sense maker
Web weaver
Flow master
Game master
Motion master
Problem master
(Knowledge master)
What do project managers do – 6+1 role

30. Sense maker
Web weaver
Flow master
Game master
Motion master
Problem master
(Knowledge master)
What do project managers do – 6+1 role

31. Sense maker
Web weaver
Flow master
Game master
Motion master
Problem master
(Knowledge master)
What do project managers do – 6+1 role

32. Sense maker
Web weaver
Flow master
Game master
Motion master
Problem master
(Knowledge master)
What do project managers do – 6+1 role

33. 1:5

34. Projects are made by humans for humans
3. From tools focus to human focus

35. 4. From external to intrinsic motivation
Motivation 2.0:
Stick and carrot
Motivation 3.0:
Internal motivation
Find food - Complex societies
- Industrialisation
- Humans as machines
- Autonomy
- Coping
- Higher purpose
Motivation 1.0:
Survival

36. Motivation 2.0:
Outer motivation
Motivation 3.0:
Internal motivation
Motivation 1.0:
Survival
4. From external to intrinsic motivation
- Instincts - Stick
- Carrot
- Autonomy
- Coping
- Higher purpose

37. Motivation 2.0:
Outer motivation
Motivation 3.0:
Internal motivation
Motivation 1.0:
Survival
4. From external to intrinsic motivation
- Instincts - Stick
- Carrot
- Autonomy
- Coping
- Higher purpose

38. Motivation 2.0:
Outer motivation
Motivation 3.0:
Intrinsic motivation
Motivation 1.0:
Survival
4. From external to intrinsic motivation
- Instincts - Stick
- Carrot
- Autonomy
- Coping
- Higher purpose

39. 4. From external to intrinsic motivation
Algoritmic task
Pisk og gulerod virker!
Heuristic task
Pisk og gulerod virker ikke!
William
Kamkwamba
”Drengen der
tæmmede vinden”
Bakken har 2
funktioner
Tilsæt pisk og
gulerod, og
opgaven tager
(meget) længere
tid

40. 4. From external to intrinsic motivation
Algoritmic task
Stick & Carrot works
Heuristic task
Stick & Carrot doesn work

41. 4. From external to intrinsic motivation
Algoritmic task
Stick & Carrot works
Heuristic task
Stick & Carrot doesn work

42. 4. From external to intrinsic motivation
Algoritmic task
Stick & Carrot works
Heuristic task
Stick & Carrot doesn work

43. 5. From projects in silo organizations to projects as organization
Gartner: Disciplone Zero: Teams of Teams
1. Common purpose
2. Shared success
3. Non-traditional Teams
4. Fluid and Dynamic
5. Learning Organization
6. ”Not Invented Here” is Positive!
Legacy Culture:
Silo Apps, Silo Teams

44. From I-shapet to T-shaped

45. From static organizations to scalable organizations
Organizing around projects (Oticon, W.L. Gore etc)
Communities of practice

46. 1. Effect focus
2. Customized project processes
3. Human focus
4. Intrinsic motivation
5. Projects as organization

47. Questions?
Peter F. Drucker:
"Ninety percent of what we call
‘management’ consists of making it difficult
for people to get things done"