Project and Commercial Leadership of Complex Projects Associate Professor Stephane Tywoniak Course Coordinator QUT Graduate School of Business Email: s.tywoniak@qut.edu.au
The Evolution of Project Management From Construction Management to ‘Complex Project and Commercial Management and Leadership’ 21st Century: Complex Project Management Interconnected global business environment Mid-Late 20thCentury: Classical Project Management Growth of project based organisations Large IT and business change projects Mid 20th Century: Defence (Manhattan, Polaris ~ PERT) and Construction Project Management (DuPont CPM) Industrial revolution: urbanisation and construction Egyptian, Greek, Roman, Chinese ... construction projects
Classical Project Management Control and eliminate uncertainty Methods focus on the ‘iron triangle’ / ‘triple constraint’ of cost, schedule and scope • PMBOK • PRINCE2 – Projects IN a Controlled Environment
The 21 st Century Business Environment A 2010 global survey by IBM of some 1,500 chief executives identified ‘managing complexity’ as the biggest challenge Organisations must become more creative in order to deal with the uncertainty and volatility of today’s market conditions We must become better at managing complexity to: • Manage Risks • Eliminate bureaucracy • Form and manage relationships
Our Complex Environment: A function of the divergence in stakeholder values Complex Complicated Simple Unitary Pluralist Coercive Increasing divergence of stakeholder values
Projects as Complex Adaptive Systems Effect not Dynamic solution interfaces Political and external influences
Reframing Project Management Classical Project Management Complex PM and Leadership AND • • Primacy to realising planned Primacy to scope, cost and benefits time – Aligned with the business strategy – Process and task focused • Holistic approach • Reductionist approach – System of systems – Rigid work breakdown structure – Numerous influential stakeholders – Specified stakeholders • Complex adaptive system • Rational, universal and – Multidimensional, unpredictable deterministic – Environment affects and is – Linear, sequential approach effected – Resists environmental change • Adaptive & enabling leadership • Administrative management – Complexity management – Control - process compliance – Plans use multiple maps relevant – Project plan is the map of the to the terrain (no one best map) terrain (A true reflection of reality?)
Developing Program and Commercial Delivery Leaders Program Multidisciplinary project, program, portfolio and commercial leadership and focused on strategic benefit realisation Commercial Leadership Project Procedural compliance and Management engineering management Procurement ”necessary but Systems and Supply not sufficient for Engineering Chain complex projects” Logistics
Executive Master of Business - EMCPL: Complex Program Leadership - EMBSP: Strategic Procurement • Developing experienced project & commercial managers as program delivery leaders • A multidisciplinary program, combining classical reductionist project management with a holistic system of systems approach to program and commercial leadership in complex business environments
Competency Standard for Complex Project Managers Courage Wisdom Action and Outcomes Leads Innovative Teams Influences Strategy and Project Management Systems Thinking (hard and soft) Lifecycle Business Planning Change and Journey Innovation and Creativity Organisational Architecture Leadership Culture Probity and Governance
Design of the Executive Master’s programs Three integrated domains that work together to challenge the observable workplace behaviour of each participant Focus on both the ‘ what ’ and the ‘ how ’ of complex project and commercial leadership
Executive Masters Award Course Content EMCPL and EMBSP share a common core (80%) and are delivered together The academic course is grouped into three phases: Understanding Yourself, Others 1. and Complexity Performing for Results 2. Leading for Results (Capstone) 3.
Executive Coaching • Build upon self realisation and personal development – Understand self, others and how other see them – Challenge workplace behaviours • Reflect on opportunities for and the reality of transference of learning to the workplace • Option of post course extension coaching
Expanding Horizons: Challenging Behaviours • Safe learning environment to explore leadership and decision making through interactive case studies (Prophetical), debrief and reflection
Delivery Model • Part time, blended flexible learning program – Online resources and facilitated on line workshops – Six one week residential workshops over three years (one each six months). – International Study Tour – Capstone workplace project
Participants are drawn from national & international, corporate and government organisations
International partnership: University of Ottawa • The Telfer School of Management at University of Ottawa (Canada) will launch a local delivery of EMCPL/SP in September 2015 – Same program, with local adaptation to Canadian context – Teaching staff exchanges between Brisbane and Ottawa – Possibility of study exchange for participants
The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace “…I think the most significant outcome is that we “Our Executive Masters graduates now have very senior project and commercial are shaking up the organisation” managers who have changed. We have managers Dr Stephen Gumley who can lead the required cultural change within AO, CEO government and industry to ensure that projects are more consistently successful” Defence Materiel Organisation August 2010 Mr Kim Gillis Deputy CEO “All my assignments are directly work Defence Materiel Organisation related where I use them to address a April 2010 specific DMO issue. I now have a catalogue of topics as a result of my assignment “A recent external audit estimated the CPM investigations, where I have used the initiative improves the achievement of ‘fit for material to value add to my work. I see the purpose’ project outcomes and with a very assignments as a way of contributing to and positive cost benefit realisation” furthering my work” Mr Harry Dunstall Mr Laurence Bode General Manager Commercial EMCPL part-time participant, DMO Defence Materiel Organisation, April 2011
Resulting in • Improved relationships with major suppliers, despite addressing significant issues in some major complex projects • Dampening of the ‘conspiracy of optimism’ through higher levels of trust enabling candid conversations of project complexity and the status of organisational/industry capability • Improved return on capital and available defence capability
Understanding Yourself, Others & Complexity • Strategic Management of Complex Projects • Systems Thinking • Self Realisation and Personal Development • Problem Solving in Complex Environments • Communicating Effectively • Developing and Leading High Performance Teams • Understanding Organisational Behaviour and Culture • Workplace Project #1 EMBSP IP Strategy and Management
Performing for Results • Acquisition Strategies • Complex Projects and the Law • Financial Analysis and Decision Making • Planning for Risk and Change • Managing Innovation in Technology-Based Organisations • Building Organisational Capability EMBSP Managing Strategic Contracts and Suppliers • Business Planning • Negotiation and Mediation Strategies
Leading for Results • Study Tour • Implementation of Complex Projects EMBSP International Contracts • Leadership for Results • Planning and Implementing Change • Managing Contract Relationships • Accountability and Governance • Stakeholder Engagement and the Media EMBSP Contract Risk Allocation and Insurance • Capstone Workplace Project
The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace Research by Professor Caroline Hatcher • Strategic thinking – ‘seeing things with a different set of eyes’ and ‘trying out a wider field of view’ – ‘He is a strategic thinker and a full spectrum leader’ (supervisor)
The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace • Desire for Organisational Improvement – ‘spirit of discovery’ & bringing ‘a new skill set to make improvements’ & ‘new spirit of corporate citizen’ instead on ‘staying in their project cocoon’ – ‘If I know about an issue, the balls in my court to do something’ – ‘You can’t enable them with all this creativity approach if they don’t have a corporate sponsor’ (supervisor)
The EMCPL Graduate and Supervisor experience: Transferring learning to the workplace • Personal confidence in and critical reflection on decision-making – ‘my decision - making is now clear cut’ – Before they would ‘rush in’ now they would ‘consider the documentation, question why they were doing it, find supporting, and exercise reasoning and persuasion’ (supervisor)
Recommend
More recommend
