There has been a great deal of expectation over the UK’s first-ever space mission which, on the night of the 9th January, was due to place nine satellites in orbit via the company’s LauncherOne rocket. Sadly, the mission failed after an “anomaly” that prevented the Virgin Orbit rocket from reaching orbit. Surely, over the next weeks and months more details will be disclosed as the project team will have to go through a thorough and detailed “post-mortem” review of the failed project. I also learned that the Virgin Orbit was not alone in its failure. Recently, on the 20th December 2022, an Italian-built Vega-C rocket failed after it lifted off from French Guiana. So “space is really hard!”
This news prompted me to reflect over a general subject that is very close to me, the “illusion of control“.
Over the last few decades we got better in many aspects that are critical for successful project management. We have greater access to data, a greater ability for data analysis, we engineer better, we have more powerful analytical and prediction tools, we have a far greater appreciation of complexity, we understand better psychology and human biases. All these improvements led to a more effective decision-making.
But are we better at controlling projects??
The three articles are now available in the Page section of the blog:
A long time ago my job was in pharmacokinetics, the branch of pharmacology dedicated to determining the fate of substances administered to a living organism. In addition to principles of physiology, at its core pharmacokinetics has also a strong mathematical basis and this latter part always fascinated me. I spent a lot of time dealing with pharmacokinetics and pharmacological “models”. Decades later, that modelling has long gone (sigh!), but I still deal with “models”, of completely different nature.
Those who get into the project management profession will have on their desks not only “models“, but maybe also “theories” and many “frameworks“. I thought it was going to be interesting to talk about these terms in a short series of articles and see if I could pin down some useful principles. The problem with the definitions of these terms lies in the fact that these terms apply differently depending on field, sector and industry. The terms have also evolved over time and in some fields they are often used interchangeably.
I am personally comfortable with the following definitions:
A ‘theory’ is a system of ideas intended to explain something, especially one based on general principles independent of the thing to be explained.
A ‘model’ is a representation for the operations, mechanisms, processes or structure of something.
A ‘framework’ is a way of describing and representing the empirical relations between every aspect of the operation, mechanism, process or subject that it is being studied or analysed.
I hope this new series of articles could be of help, especially to those who are approaching the PM profession in the early days of their career, to help them to distinguish between the terms, to appreciate their importance and to use them appropriately. And if there are expert professionals reading this series, well… I would love to get their feedback and their critique!
In 2019, at the time when we launched the PMDG, we aimed to work on a frame for project management, centred on three domains, 3Ps (People, Process and Plan). These domains encompass subjects and topics that we thought were relevant to the profession and provided a simple structure for further research and discussion. We wanted to develop them via the work of the group.
Photo by Mikhail Nilov from Pexels
Three years later, I think that the times are ready for taking stock of the observations and learnings, with an opportunity for looking ahead, challenging ourselves with the questions about the future of the profession. COVID has been only one of the disruptive events, certainly the most unpredictable and tragic one. However, there were other forces and trends that were already pushing for change or accelerating the evolution of the profession. I undertook a short research about the future of the profession.
The research is probably not exhaustive, but I found very interesting articles and posts about job disruptors, innovation, trends and revolutionary technologies which could have an important impact on the project management profession.
Project management & the VUCA world
You don’t predict the future. You imagine it.
Charlie Jane Anders
I wrote about the VUCA world in another post. The acronym is related to a concept originated in the 90s with students at the U.S. Army War College to describe the Volatility, Uncertainty, Complexity and Ambiguity of the world after the Cold War. These attributes are describing our world, so prone to change. The VUCA concept has gained considerable relevance in the business and academic press to characterize the current environment where businesses and organisations operate.
The project management profession will too be subject to these challenges. We may struggle to predict how the future of the profession will be, but we can certainly … imagine it.
The “3Ps” model is the simple frame we adopted in 2019 to guide us in the discussion on the blog. Key aspects of the project management profession can be grouped under the three domains, People, Process and Plan:
The “3Ps” Domains by Marco Bottacini
In my research, I have looked at many web sources and specialised insights and tried to consolidate the predictions (speculations?) about the future of the profession, under each of the three domains. The subjects are not presented in a perceived order of importance. The forces for innovation are related to:
My analysis might be far from being comprehensive and maybe lacking in sound scientific evidence, but I hope it will be interesting and thought-provoking. I am only …. imagining the future!
I decided to split the review article in three parts, one for each of the domains. Here is the link to the first article (PEOPLE), the second article (PROCESS) and the third one (PLAN). Hope they are of interest to you…
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
For many, at the arrival of the New Year there is the tradition of making a “resolution”, a promise to oneself or a decision to do something. This is generally intended to improve one’s behaviour, profession, knowledge or lifestyle, in some way, during the year ahead. I have always had mixed feelings about this practice, but tried to do it anyway. The process for me always begins with a blank sheet of paper, a pen and a cup of coffee.
Due to personal and professional circumstances, this time I feel particularly uneasy about the process. Uncertainty, stressful situations at home and at work, unplanned changes have been the recurring themes for the last year and made me feel very insecure. In any case, I am making an effort this year and two things are on the radar for me, from a professional side.
The first is the intention to read more attentively the World Economic Forum (WEF) Global Risks annual report (link). I was used to reading this report in the past, but I did not pay much attention in 2020 and 2021. I think that the 2022 report will be very interesting in helping with the understanding of the wider context, in sensing what the experts are seeing and ultimately in providing guidance to projects and initiatives in “this time of unparalleled disruption and complexity“.
The second resolution is to reacquaint myself with the fundamentals in risk management. In the last issue of the “Enterprise Risk” magazine of the IRM (Institute of Risk Management) I read about the revision of the classic textbook, “Fundamentals of Risk Management”, now in its 6th edition. This book helped me in going through the training with the IRM. In the words of one of the authors now “the emphasis is much more on seeing risk as positive rather than a constant threat“. I think this is a real challenge and I am looking forward to seeing how this is approached. The shock on projects and companies’ operations caused by the pandemic is not over yet. It is going to be interesting to watch how the attitude of project managers and operations’ leaders toward risk management will change with the persistence of threats and uncertainties. It will also be interesting to see how other new, disruptive risks and technologies (digital, societal, new financing etc) are now covered in the book. [The challenge for me, first of all, is about .. saving the money to buy the book, as it is expensive…]
A refocus on risk management is going to be the priority for me for 2022. What is your New Year’s resolution?
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
“At the edge between the known and the unknown there is a fertile place, full of possibility”
Steven D’Souza
Photo by Marco Bottacini
Welcome to the sixth post in the “3 Good Reads for PM” series. In each post I provide a brief and personal commentary on three articles, books or web posts that, in my opinion, could help project managers and project planners in their profession.
The reads chosen for this post are articles & resources related to some theoretical aspects of Project Management and a useful guide to Logical Framework approach. Maybe an original mix this month? I welcome any constructive feedback or suggestions.
This old but interesting paper considers two key themes from the activities of the ‘Rethinking Project Management Network’, a UK Government-funded research network called funded by the Engineering and Physical Sciences Research Council between 2004 and 2006. The two themes are: ‘projectification‘ and managing multiple projects. Following analysis of cases presented during network meetings, the findings discuss the development of the concept of ‘projectification‘ over the decades before 2006. Some of the key conclusions drawn are that, for example, ‘projectification‘ has considerably extended the definition of a ‘project’, way beyond the definitions in the literature. Importantly, during the decade reviewed by this paper, the authors have seen the establishment of programmes and portfolios of programmes as a mechanism for managing in organisations. This translated into a fundamental change in how organisations have restructured, a phenomenon the authors term as ‘programmification‘. According to the authors, these conclusions had implications for research and practice, which reflected in a research agenda and specific research questions that are still very relevant today.
Why this one?
This article is clearly for those with a specific interest in the science of project management. Interesting for me it is the commentary on how the organisations have morphed from a purely “functional” structure to a purely “project-based” arrangement. The examples in the article are from the automotive sector, a sector which seemed to have championed the change. The authors’ analysis also spans over other industries and it is very informative. It gives an insight on why modern organisations are set in the way they are today.
I think that some of the questions that the authors pose at the end of the article, and intended to form part of future research, are still very relevant today, and still waiting for a proper answer.
“Project DPro” was developed in partnership with ‘Project Management for NGOs’ (PM4NGOs), an organization dedicated to optimizing projects and improving professional project management skills in the development sector. The Project DPro is an approach to project management aligned with internationally recognized project management best practices and it includes components specific to the NGO sector. Project DPro is meant to help project managers develop the skills needed to deliver effective, transparent results to donors and communities.
This brief guide provides an introductory, independent exploration of project management within the context of the development sector, explaining the approach of Project DPro. [There is now also a Foundation Examination on Project DPro available from APMG. More information can be found here.]
Why this one?
The Project DPro model can probably be easily incorporated into already existing project lifecycles or can stand alone if a lifecycle is not available within an organization. It uses a phase model approach, and this guide provides guidance on what ought to be covered in each phase of the project. The model has 5 phases: Identification & Design, Setup, Planning, Implementation and Closure.
The short guide is very informative about the structure of each phase, using a clear ‘Inputs-> Process-> Outputs’ logic explaining also very clearly roles and responsibilities. Project DPro emphases five principles for project management: Well-Governed, Participatory, Comprehensive, Integrated, and Adaptive. They are pillars for a good project delivery in the development sector. These are very well contextualised and illustrated in the guide.
This guide is good in pointing the reader to the essentials of the logical framework, putting the elements in practice. BOND also presents the pros and cons of the approach, in recognition to the fact that the approach is used in very different ways by various international organisations and it receives both praise and criticism. Should your organisation require a briefing on the approach or a training session, it would be really worthwhile to reach out to BOND for guidance.
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
“A coach’s scoreboard is not a players’ scoreboard”
The 4 Disciplines of Execution
Photo by Marco Bottacini
Welcome to the fifth post in the “3 Good Reads for PM” series. In each post I provide a brief and personal commentary on three articles, books or web posts that, in my opinion, could help project managers and project planners in their profession.
The reads chosen for this post are related to execution (in a broad sense), dashboards and something related to the use of diagrams. Maybe a strange mix this month? I would welcome any constructive feedback or suggestions.
The 4 Disciplines of Execution
C. McChesney, S. Covey, J. Huling
This book is about creating long lasting change, getting people to implement a new strategy by changing what they do through commitment rather than compliance. In the words of the authors, this is achieved by applying a successful and well tested “operating system” based on four disciplines, abbreviated as “4DX”. The four disciplines are focus, leverage, engagement and accountability. The first part of the book explains the four elements in more details and the second part presents case studies and tips on how to install the system in multiple teams in a large organization. The last part of the book also includes the 6-step process to roll out the 4DX, some failure points to watch and ways that the 4DX principles can be used to improve our personal lives.
Why this one?
The principles brought by the book may not be innovative, but it is interesting how these principles are bundled together, the logical connection presented in the book and the emphasis on cadence & discipline. Given that project management is about execution, the principles presented in the book are certainly applicable (with some re-arrangements) to projects, not just to organisations’ goals. There is a very interesting emphasis on the focus on goal, team engagement, cadence and scoreboards, all applicable to projects.
My favourite bit..
The section about the installation of the disciplines into a team is very interesting and compelling, with guidance on how to educate the team to the new way of thinking and operating. The process for the installation of the methodology doesn’t sound straightforward, but the book is really guiding the reader principle by principle, step by step. It hard to think that this is a process that it is possible to execute without external coaching & the support of the 4DX providers, but there are good hints for an attempt to a self-made approach. At a project level, it should be possible to adopt some of the principles.
Information Dashboard Design
Stephen Few
A proper manual on dashboard design…
In this book the author, a recognised expert in dashboard design, illustrates and analyses the problems and challenges with current dashboard design. He helps in understanding the fundamentals in the structure and presentation of an effective dashboard, covering also important concepts in visual perception. There is a step-by-step process for the assessment of what is required for the design of a dashboard.
Why this one?
This book is not for your bedside table. It is a big and pricy book. But it has the reputation to be a reference book in dashboard design, the manual. A project manager or a planner may not have to go deep into a sophisticated design for a project dashboard, in the way the author does in the book, but this book certainly helps understand important concepts about visualisation and good practices with graphic design that can be applied on a small scale to project dashboards. If applied correctly, the practices might really help getting dashboards that communicate effectively. The book also shows examples of weak solutions offered by many dashboard developers, exposing in a clear manner some fundamental flaws to avoid and “what-to-watch” when dealing with those specialised vendors.
My favourite bit..
“Think carefully about the message that most directly supports the viewer’s needs and then select the measure that most directly support those needs” – the author writes. It is certainly a matter of engaging effectively with the stakeholders and viewers, asking the right, probing questions about their needs. To me, another interesting point made by the author is around the fact that it is important to acquire skills in relation of visual display, human perception and cognition. The need to learn these skills is seldom recognised by the organisations.
The Diagrams Book
Kevin Duncan
Another airport discounted item, bought when I was still travelling!
This little book offers 50 diagrams to help the readers with problem-solving, thinking and with communication. Each of the diagram is presented on one spread, explained briefly and simply. Each diagram is also accompanied by an exercise to help the readers to apply to own situations and circumstances. The intention of the author is to help those people who might find difficult to express ideas, articulate problems (and solve them) purely using words. Together with the companion “The Idea Book“, these two make a nice and practical combo.
Why this one?
“People only remember 10% of what they read, but 30% of what they see” (from the book foreword). Every project manager has been challenged with communication to various audiences, across cultures and committees, specialisations and roles. Time is precious, clarity and effectiveness are critical. For me, this book helps in getting everybody back to the basics of visual communication, making us to consider leaving aside wordy emails or long documents.
My favourite bit..
I agree with the author when he says that the pyramid is one of the most versatile diagrams in the world. I really liked the examples using triangles and pyramids. For me, the use of all basic geometric shapes (and their combination in a variety of ways as suggested in the book) was very refreshing and helped me to resist the temptation of complex PowerPoint templates.
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
“In the business world, organisations seek to predict change and respond to it, but the pace of change is in danger of overtaking the rate of learning”
David Hillson
Photo by Marco Bottacini
Happy New Year! Welcome to the forth post in the “3 Good Reads for PM” series.
In each post of this series I provide a brief and personal commentary on three articles, books or web posts that, in my opinion, could help project managers and project planners in their profession.
In this month’s post there are two very old titles. I think that they are still relevant reads especially for those readers of this blog who are new to the project management profession and they are eager to apply some original and lateral thinking & techniques.
The Fifth Discipline
Peter M. Senge
When first published in 1990, the core ideas in “The Fifth Discipline” appeared quite radical. The author described in the book what he called the ‘learning disabilities‘ which can threaten the productivity and success of organizations. He advocated five disciplines to be nurtured and embedded in the organisations’ way of working: a shared vision, an understanding of mental models, the importance of team learning, the care for a personal mastery and the application of system thinking. The fifth discipline (system thinking) is the discipline that binds the other four and therefore is the discipline where the focus should be in improving organisations. In the book the five disciplines are presented with three levels of explanations for the management of change, seven learning constraints and nine system archetypes which will help practicing systems thinking.
Why this one?
Although intended to help with leadership and organisation’s management, many concepts presented in the book are applicable very naturally to the project management profession and to project dynamics. As in the organisations, so in projects there are many linkages between teamwork, biases and perceptions (the human factor), and process and methodologies. Although to the current reader many of the concepts presented might look as already widely known, embedded in many of our organisations and in practices now well consolidated, the book offers an opportunity for a back-to-basic look at system thinking.
My favourite bit..
Above all, the examples for the application of system thinking were what really interested me. Initially the author’s suggestion to stop trying to divide problems into smaller pieces, for then try to solve each part, intrigued me. It was going against my idea of tackling a difficult problem or dealing with a complex situation. The metaphor the author used was quite eye-opening: if you have a broken mirror and you glue the pieces together, the reflection of the mirror will not be the same as the reflection from the originally unbroken mirror. System thinking is about using a holistic viewpoint. Fascinating and thought provoking! This book led me to read more specialised articles on system thinking.
The Mind Map Book
Tony & Barry Buzan
First published in 1993, this is the 2000 edition. Tony Buzan is the ‘inventor’ of modern mind- mapping, branded as a thinking tool which could help with the improvement of memory, creativity and thinking skills in general. (It must be said that one of the earliest documented examples of mind-mapping can be traced back to the Greek philosopher Porphyry of Tyros in the 3rd century B.C., who used it to organize the works of the great thinker, Aristotle!). Mind maps are presented as an efficient technique for organizing thoughts around complex areas, in business or daily life. The authors first provide a brief but informative overview of how our brain works. Then they present the idea of ‘radiant thinking‘, intended to mirror the structure and processes of our brains, where associative thoughts spreads in different directions from a given point. It is what a mind-mapping is based upon, always radiating from a central image. And finally the book guides the reader through the principles and rules for good mind-mapping, with examples applied to a variety of fields and contexts, memory or learning improvement, business, education, organisations or processes.
Why this one?
Mind-mapping techniques are now widely taught and used, whether is to help teaching or learning, with organisation ‘s structure design or complex problem-solving. It is a technique that can be applied to all aspects of project management and planning. The PMI has widely advocated for it (link).
My favourite bit..
Although the concept has been introduced to me by my friend Sharon Hartle in the late 90’s, initially it has been very difficult for me to appreciate the value of mind-mapping. Its application to personal projects and activities has been sketchy. I read the book many years later. The chapter about the guiding principles was good to make me try more seriously and find my own style. Now I find mind-mapping very natural as it works as my brain works (radially, sometimes chaotically and never linearly!).
The Decision Book
Mikael Krogerus and Roman Tschäppeler
“Another airport’s bookshop discounted trap for me!”
The book is intended to be a guide for those who are involved in dealing with people, management of staff and teams, in a decision-making position or for those challenged by design & innovation’s dilemma. The book is aimed to help navigate through the 50 models depending on what the reader wants to achieve, either to improve the own self, to understand own self better, to understand others better or to improve others. The reader can browse and select a model that appears to suit best a particular situation or a particular objective. Each model is visually presented, with a synopsis of the different strategies that are widely accepted and implemented by individuals and organisations and the reader is invited to adapt it to the situation at hand.
Why this one?
In this blog we have written about the highly complex context that characterises a project and commented about the challenges posed by either the human factor (management of stakeholders, biases etc) or by dilemma when choosing methodologies and procedures (think about communication, risks, change management etc). This book is a tool that can be of great help for a project manager or a project planner as a source of ideas and methods to unstick from dead-ends and offering original, alternative ways of thinking. To draw greater benefits from the book, some additional coaching and training might help, as many tools are well explained in many leadership and management training courses. However, the book can be easily read alone and used by those who haven’t had any training. Internet will be great source for additional, supporting information for each specific model, its merit and application.
My favourite bit..
It has to be the section about how to improve yourself. I always challenge myself with probing questions about my own skills and abilities and I always feel that …I am not quite there and I need to improve. The other section I really loved was the one with ‘Drawing’ lessons in which the authors provide a basic understanding of why and how one should draw. Basic drawing skills help in understanding a model (which is always visual in nature), adapting the model to own use and, very importantly, make it more suitable for communication and sharing with others. Why do you have to write a long text when you could draw it? A drawing say more than a thousand words!
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
“We live in a world of deadlines and of having to get on with others, even if we don’t like them. ”
Paul Gilbert
Photo by Marco Bottacini
Welcome to the third post in the recently launched “3 Good Reads for PM” series. In each post I provide a brief and personal commentary on three articles, books or web posts that, in my opinion, could help project managers and project planners in their profession.
In the choice of readings for this post I have followed the same criteria as in previous posts of the series, including a combination of books about PM methodologies, cognition & emotions. These books could be good ideas for you list to Santa!
I hope you will find this post of interest and I will continue to welcome any constructive feedback or suggestions.
The Compassionate Mind
Paul Gilbert
“Compassion can be defined in many ways, but its essence is a basic kindness, with a deep awareness of the suffering of oneself and of other living things, coupled with the wish and effort to relieve it” – Paul Gilbert
The book is written by a leading clinical psychologist, world expert on depression and compassion and it is divided in two parts. The first part focuses on the science, the foundation about how our brains and minds work and why compassion matters. In this part the author guides the reader through the three interacting ’emotion regulation systems’ (the incentive/resource-focused, the non-wanting/affiliative-focused and the threats-focused) and the challenges in their regulation and balance in our daily professional and private life. The second part of the book is about a series of focused discussion, with exercises that the reader may want to try out to develop a more compassionate mind.
Why this one?
The reading of this book has been inspired by the interview with one of the PMDG blog’s kind contributors, Susan Grandfield, and the conversation that developed after that interview. The book is for sure for those who have a specific interest in psychology, but I believe that it can be a useful reading for all those who have been working in project teams and have felt sometimes emotionally and psychologically strained. In a project team, we often struggle in maintaining and channelling our positive energy. The frustration and anger build up when we feel that our points during the discussion are not taken, we feel demotivated when our input is ignored or feel very disappointed (even shameful) when we make a mistake that we understand affect the project negatively.
The book focuses on learning how to appreciate ‘the way we are able to cope, rather than mull over what we would have like to have done‘. There is an encouragement to put effort and energy in training the mind in a particular way, which is really enticing: try to understand the shadow side of the “drive and achievement”, to learn to cope with setbacks, and tune the brain to be more conducive to a calm and content mind. The books might be seen as another of those generic self-help books, but the scientific foundation is solid and presented very well. More compassion in project teams will probably strengthen relationships, bridge cultural and professional gaps, builds the individuals’ confidence, promotes resilience, physical and mental health, with longer term benefits for the team members and their organisations.
My favourite bit..
Mindfulness was a real revelation (this probably goes beyond the my interest for project management..). In the book I really enjoyed the section about how thoughts and imagination affect our brain and the notion that what is in our mind is often the creation of our imagination. I also enjoyed the effort and the passion put by the author in providing an encouragement to take time, sit back and “train to feel better“. This could definitely have a benefit not only for our inner selves, but also for our relationships at work, within the project teams (where we know that pressure can be high). I liked the message about taking time to train the mind, the encouragement to take time to refocus the attention toward what is going on, to be curious about our feelings: “Developing these qualities will texture and colour your consciousness – and may well change your brain”. Is this really possible??
Embracing Complexity: Strategic Perspectives for an Age of Turbulence
Cliff Bowman, Jean G. Boulton, and Peter M. Allen
This book is a serious dive into the world of complexity, written by three internationally recognised academics and practitioners. The book is divided in two parts. The first part provides guidance in understanding about nature of complexity and its manifestation. There is also an historical perspective on how the concept of complexity has evolved. The second part is looking at applications of complexity thinking to a number of domains (management, strategy, economical studies and international development).
It is a book about a new view on how the world works (the ‘complexity worldview’, in the authors’ words) and with a challenge to the expectations for a complete control, which is impossible. It is not a guide, but just an invitation to start looking at the world in this new way.
Why this one?
The reading of this book has been inspired by the interview with another of the PMDG blog’s kind contributors, Greg Lawton. Although the book might be for those with a specific interest in complexity studies, the subject of complexity should be familiar to all involved in project management and planning. This book is really highly recommended.
According to the authors, “uncertainty is here to stay.[..].. uncertainty is the unknown unknown while risk is about known unknown for which variables and mechanisms can be well defined”. As Greg said in his interview about risk estimation in projects: “… [complexity] should direct our efforts (and those of the Project Managers) regarding which solutions offer the greatest opportunity for improvement. There is a fundamental shift from concentrating on probability to focusing on impact”. This book will help in viewing projects and project risk management under a different light.
My favourite bit..
It has to be the chapter looking at the characteristics of complex system using as an example the lifecycle of a forest. All the characteristics of a complex system come easily to your mind. The examples of application to various sectors (finance, international development etc) are also key to help the translation of important (but otherwise too theoretical) concepts into practical domains to which the readers can relate.
What is LEAN SIX SIGMA?
Mike George, Dave Rowlands and Bill Kastle
This small book is intended to provide an introduction to the ‘Lean Six Sigma’ methodology and can provide an answers to many of the questions from the readers who are not familiar with the methodology. The book is not intended to be a reference manual, but just a guidance, with explanation of basic terminology and concepts of the ‘lean’ foundation and also examples of applications to various industries. In the words of the authors, Lean Six Sigma can be seen just as an improvement method for manufacturing, but can also be seen as an organisation-wide engine for improvement, reaching out to roles and procedures – “it could act as a broader framework of meeting a company’s goals and customer needs“.
Why this one?
I have already written an article on the PMDG blog about ‘lean’ and project management. As said in that article, the ‘lean’ paradigm has expanded beyond the manufacturing sector and it is being slowly permeating in many other sectors. I think that a ‘lean thinking’ would help project management and this book is excellent in helping those who do not know much about ‘lean’. The author has organised concepts in a nice order, providing a comprehensive view of the entire process.
My favourite bit..
It has to be the presentation of the DMAIC process. This is the “Define>Measure>Analyse>Improve>Control” process, the “structured, data-based problem-solving process” sitting at the core of “lean”. The authors guide the readers hand in hand along the process, providing also very clear examples of the methodologies at disposal. It is a small book that goes a long way…
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
Welcome to the second post in the newly launched “3 Good Reads for PM” series. In each post I provide a brief and personal commentary on three articles, books or web posts that, in my opinion, could help project managers and project planners in their profession.
The books chosen for this post are related to Agile, risk management and cognitive readiness, so covering not only PM practices and methodologies, but also those personal ‘soft’ skills so critical for the profession. The ‘human factor’ is a central focus in the work of the PMDG. I hope you enjoy the reading and I welcome any constructive feedback or suggestions.
Agile Foundations
Peter Measey and Radtac
‘Agile’ is an iterative approach to project management that builds on changes to the practices in IT & software development initiated in the late 90s. The idea was to help teams of IT developers deliver value to their customers faster. An Agile team delivers work in small, but consumable, increments. Requirements, plans and results are evaluated continuously so teams have a natural mechanism for quickly responding to changes (in requirements or circumstances). Since the ‘manifesto’ issued in 2011, the new approach has further developed and it has extended to project management in other sectors than computing. This book offers an overview of Agile principles, Agile frameworks and an insight into their practices. The book has been written by a team of experienced Agile and business transformation practitioners. It is also the textbook for the BSC (the Chartered Institute for IT) ‘Foundation Certificate in Agile’.
Why this one?
Agile has become like a new mantra for project management. This book is a good way to get an overview. Everything you need to know about a basic understanding of Agile is in this book, with history, principles, processes, roles, practices and techniques. Changing to Agile is not an easy undertaking and this book may help in the assessment of the ‘fitness’ of Agile to the own organisation’s circumstances and vice versa. The implementation of Agile is tricky and the authors state that very clearly in the book: “a significant part of any Agile transformation is enabling an organisation to move away from a command and control culture to an environment that is more focused on collaboration and cultivation“. Although the Agile practices are not described in details, the modus operandi is clearly outlined.
My favourite bit..
Being myself new to the principles and practices, this book put me on the right path and made me understand key aspects of Agile. For a start, I was confused from the reading of many articles online about what Agile is / isn’t, can / cannot do and about its alleged universal benefits. I appreciated the chapter about the Agile myths, which provided some clarity. The overview of the Agile roles and practices was also useful to get me to familiarise on how the frame works in practice.
Managing Risk in Projects
David Hillson
David Hillson is an internationally recognised risk management consultant and an active contributor to many project management organisations and bodies. In this book he presents a generic approach to risk management applied to projects, covering also the principles and the foundations of risk management. He clearly connects project risk management to the wider organisation’s ‘enterprise risk management’. He gets also into the details of the risk management, in simple and practical terms. The approach presented in the book is consistent with current international best practices and guidelines, both in enterprise risk management and project management accreditation.
Why this one?
It is a practical way to get into the risk management world. The author makes the practices relevant to project management, with an approach that helps in pulling down the barriers between the domains of the risk managers and project managers. The author also looks into the relationship between risk and people (although he has another book that goes much in depth with that). The book is very easy to read also for those with no previous experience with risk management.
My favourite bit..
The section about the ‘Risk Breakdown Structure’ (RBS) was very interesting. The RBS should be connected to the project’s ‘Work Breakdown Structure’ (WBS), which should already be familiar to all project managers and planners. It is an example of combing risk management principles with project management practices – every project managers should keep this connection in sight. Above all, the emphasis in the book about managing risks effectively throughout the project’s lifecycle was for me the key message to take.
Project risk management has a wide value for the entire organisation: “The outputs of the risk process should also be used to inform other management processes, providing a risk-based perspective which provides greater realism and robustness in these other processes”. For a variety of reasons, this is something that is particularly challenging, regardless of the size of the organisations, and the author covers this well.
Cognitive Readiness in Project Teams
Carl Belack, Daniele Di Filippo, Ivano Di Filippo
This is a compendium of chapters written by renowned experts around a framework for ‘cognitive readiness‘, a collection of fundamentals in neuroscience and behavioural theories organised around four pillars (mindfulness, cognitive, emotional and social intelligence). The authors advocate that new competencies are required for getting project management to adapt to complexity in society and in the specific contexts where projects take place. The authors recognise the need to move away from those highly engineered project management practices and standards that have been driving project management for the last few decades. The context in which project management takes place has changed. The authors’ intent (and the objective of ‘cognitive readiness’) is to get project managers and project team members more focused, more resilient and adaptive through self-mastery and improved interpersonal relationships to better operate in this new context.
Why this one?
This is a reading very much inspired by the interview with one of the PMDG blog’s kind contributors, Carole Osterweil. The book builds and expands on the concept of ‘psychological safety’ and the strategies related to the management of emotions, the increase of resilience, reduction of stress in project teams. In the first part of the book the authors provide a very concise and clear overview of complexity (we will cover complexity in a future post) and describe the characteristics of complex systems. Emotions run high in projects and they also affect decision-making, especially in situations of uncertainty and conflict. Complexity requires team members to adapt and (critically) manage emotions and human biases more effectively. The central part of the book is dedicated to tools and techniques to manage those emotions. Many international PM accreditation bodies and institutes have recognised the significance of the cognitive components in the skills set of project team members. They are also acknowledging the benefits of mindfulness to which the book devotes one section.
To me, the book helps in supporting the new ‘dialectic thinking’ approach that is evolving from the 60s ‘system thinking’. The dialectic approach is about achieving a reasonable reconciliation of multiple propositions, views and postures that are built on contradictory, often ill-defined and evolving bodies of data – the daily challenge in the life of every modern project!
My favourite bit..
The introduction to mindfulness is quite interesting and good for those new to the practice. But the favourite bit for me was the part about emotional and social intelligence competencies and their different dimensions. It shows how challenging is managing the ‘human factor’ and the clusters of ‘soft’ skills, such as self-awareness, self-management, social awareness and relationship management. It is a continuously evolving area to which we should continue direct attention to.
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
“..The real problem of humanity is the following: we have Palaeolithic emotions, medieval institutions and godlike technology… ”
Edward O. Wilson
Photo by Marco Bottacini
Welcome to the first post in the newly launched “3 Good Reads for PM” series. Each post is intended to offer a brief and personal commentary on three articles, books or web posts that, in my opinion, could help project managers and project planners in their profession.
The books chosen for this post might not be strictly related to theoretical foundation or practices for project management & project planning, but rather related to “soft” skills, like psychology, design, lateral and system thinking. However, these skills are hugely important for the profession and they require constant nurture. These books may help in that sense.
I hope you like the idea and I would welcome any constructive feedback or suggestions for future posts.
The Rules of Thinking
Richard Templar
I picked up this book as a discounted item at the bookshop in the airport. “A personal code to think yourself smarter, wiser and happier” – would I not buy it??
It is a collection of 100 rules, organised around 9 themes, with each rule less than 2 pages long. As the author says, “this is not a book of tips or strategies, but rather about mindsets“. By using simple examples (some very personal, presented with a humorous style), the author tries to make the reader aware of tricks and biases of our mind and provides some advice for improving the thinking process.
Why this one?
The book might not provide the hard, scientific evidences and supporting theories that some readers might hope for. Regardless the lack of evidences, in my view, the 9 themes (individual thinking, creativity and resilience of thinking, problem solving etc) are relevant and are presented clearly and effectively. This book can be a good introduction to those readers who have never thought about those aspects of the thinking process. It is a good starting point, introducing a reader to those themes which could can be expanded later with additional, more specialised reading. You might already pick up some of the rules from the book and make them relevant to you. You can put some effort and already make a positive change in your thinking process and in your role played in the project team…
My favourite bit..
It has to be the section about ‘Making Decisions’, and in particular ‘Rule 80 -Balance logic and emotions’: “without any emotional input, it’s very hard to know how much importance to attach to all you research and information..”. The hard bit is finding a balance between emotional and rational thinking and this made me wanting to learn more about biases and emotions.
101 Design Methods
Vijay Kumar
“Design thinking is a mindset and method can be applied to nearly any innovation or endeavour“, the author states.
It is a book with step-by-step instructions which guide the reader going through a specific framework for design innovation, through the principles of “Research, Analysis, Synthesis and Realisation“. For each principle (or ‘mode of activity’) the author presents practical methods, well explained, supported by effective graphics and with interesting applied examples.
Why this one?
Those readers with experience in design and innovation, marketing, matrix analysis, organisational and process mapping may found some the methods presented in the book quite familiar. It is a good reference book to consult for ideas and to get inspiration for a better way to define/analyse/solve a specific project challenge. It can offer help for better understanding of new design concepts, for framing solutions more effectively, for piloting more original solutions etc. For those involved in design-innovation projects the whole framework ‘Real, Understand, Abstract, Make‘ might be of real interest.
My favourite bit..
The section covering the ‘Explore Concepts‘ mode was very inspirational. It presents original ways to encourage a team to be more exploratory, open-minded, more creative. Brainstorming, sketching, prototyping and storytelling are key, in my view, in order to envision the future of a solution or a new proposition.
System Thinking in Complex Problem Solving
Arnaud Chevallier
This book (or rather a manual?) provides practical ways to develop skills for solving “complex, ill-defined and non-immediate problems” (CIDNI, as defined by the author). The author guides the reader hand in hand through the problem resolution process, from the initial framing to the implementation of the solution, illustrating the concepts clearly by using effective, real-life examples and graphics. It also includes a section about communication as “effective problem resolution requires convincing key stakeholders ..(..).. need a persuasive argument“. Each step covered in the book is supported by academic and studies’ references.
Why this one?
This book helps the development of a more strategic/systemic approach to problem solving. The tools and techniques are well presented and easy to transfer and implement into own contexts. As it is based on a university course, it is well structured for both coaching and personal learning.
My favourite bit..
The sections about ‘Select a solution‘ and ‘Sell the solution‘ were quite interesting for me. A solid, objective reasoning for the choice of a solution is fundamental, but the selling to the stakeholders is equally important as too often we are not sufficiently persuasive in getting our (valid!) reasoning across. These sections can really help in both the building and the delivery of a good case.
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
Project Management Discussion Group 