Leading Change and Projects summary
Lecture 1: Introduction to project management
Project management is a crossroad of disciplines:
- Project management → change is an execution problem to deliver change results
within set constraints
- Organizational behavior → change is a behavioral and/or attitudinal problem
- Organization development → change is a problem of collective learning
- Strategic management → change is an innovation problem
- Institutional change → change is a legitimation problem (diverging ideas, interests,
requirements, frames, identities)
Change without project management leads to:
- missed deadlines
- cost overruns
- poor quality
- rework (e.g., stop gap or complete overhauls)
- uncontrolled expansion of the project (“scope creep”)
- loss of reputation for the organization
- dissatisfied stakeholders
- failure to achieve the objectives for which the project was undertaken
= ALL IN A ALL A BIG UNCONTROLLED MESS
Similar success factors for project managers:
- planning and designing
- communication
- leadership (forge commitments to change/project, people managements skills, task
(PM) and people oriented leadership)
- stakeholder governance and dealing with resistance
Leader as the 5 - legged horse? A solution: leadership styles provide a static picture while in
reality not every change situation is the same. Situations change all the time. A better
idea/solution is to learn how to ‘read’ the situation (according to Heifetz: “define the adaptive
challenge), as a result you get an adaptive and more situationally appropriate leadership.
,Examples of difference in change controllability and different dimensions:
,Two key change dimensions and change types:
Two key change dimensions: change depth and change uncontrollability
Change types:
- higher change depth and lower change uncontrollability → tactical change
- lower change depth and lower change uncontrollability → operational change
- high change depth and higher change uncontrollability → transformational
change
- lower change depth and higher innovative change → innovative change
, According to these two slides there are different projects according to two dimensions:
social complexity and goals:
- high social complexity and closed goals → acceptance project
- low social complexity and closed goals → standard project
- high social compatibility and open goals → pioneering project
- low social compatibility and open goals → potential project
Lecture 1: Introduction to project management
Project management is a crossroad of disciplines:
- Project management → change is an execution problem to deliver change results
within set constraints
- Organizational behavior → change is a behavioral and/or attitudinal problem
- Organization development → change is a problem of collective learning
- Strategic management → change is an innovation problem
- Institutional change → change is a legitimation problem (diverging ideas, interests,
requirements, frames, identities)
Change without project management leads to:
- missed deadlines
- cost overruns
- poor quality
- rework (e.g., stop gap or complete overhauls)
- uncontrolled expansion of the project (“scope creep”)
- loss of reputation for the organization
- dissatisfied stakeholders
- failure to achieve the objectives for which the project was undertaken
= ALL IN A ALL A BIG UNCONTROLLED MESS
Similar success factors for project managers:
- planning and designing
- communication
- leadership (forge commitments to change/project, people managements skills, task
(PM) and people oriented leadership)
- stakeholder governance and dealing with resistance
Leader as the 5 - legged horse? A solution: leadership styles provide a static picture while in
reality not every change situation is the same. Situations change all the time. A better
idea/solution is to learn how to ‘read’ the situation (according to Heifetz: “define the adaptive
challenge), as a result you get an adaptive and more situationally appropriate leadership.
,Examples of difference in change controllability and different dimensions:
,Two key change dimensions and change types:
Two key change dimensions: change depth and change uncontrollability
Change types:
- higher change depth and lower change uncontrollability → tactical change
- lower change depth and lower change uncontrollability → operational change
- high change depth and higher change uncontrollability → transformational
change
- lower change depth and higher innovative change → innovative change
, According to these two slides there are different projects according to two dimensions:
social complexity and goals:
- high social complexity and closed goals → acceptance project
- low social complexity and closed goals → standard project
- high social compatibility and open goals → pioneering project
- low social compatibility and open goals → potential project
