Advancing Project Management in Learning OrganizationsPresented by : • Ie Ignatius Eric Cahya Saputra• Jessica Gunawan

Agenda• Introduction• Problem Issues• Environmental Scanning• Alternatives Course of Actions• Key Success Factors• Selection of Best Alternatives• Recommendation

INTRODUCTION- Jessica Gunawan -

Introduction

PROBLEM ISSUE- Jessica Gunawan -

Problem Issue – Case Study References• Case 1 : • An internet provider with large Australian utility company• Project :

• Automate registration • Renewal domain• Tracking resolution activities

• Problems :• Assign inexperience project manager

• Results :• Conflict of interest within stakeholder• Overtime• Over budget

Problem Issue – Case Study References• Case 2 :• Problems :

• Australian project manager manage Hong Kong Airport construction project• Competent in hard skill • Lack of multicultural environment

• Results :• On time • On budget• Worst project ever

Problem Issue – Case Study References• Case 3 :• Complex, multi-vendor, high visibility, but lack of cohesion,

leadership, schedule & budget are over run• Problem :

• Cultural misunderstanding between major delivery groups• Does not share clear visions and methods• No clear leadership

• Results :• Deliver satisfaction to the users• Longer time frame • Higher cost• Significantly reduced scope

Problem Issue

Unsuccessful Project Manager

Huge “hard-skill” reliance

Lack of “soft-skill” – Relationship Management

Lack of leadership, knowledge, and

experience

ENVIRONMENTAL SCANNING- Ie Ignatius Eric Cahya Saputra -

Environmental Scanning• Develop successful manager :• Understand & implement “Third Dimension” philosophy

• Foreseen – in the open• Unforeseen – under the table• Future issue – may emerge

• Focus more on “Tapping into Powerlines”

• Creating a third dimensional learning environment • Initiate leadership program • T-shaped skills

• Organization support transfer of wisdom

ALTERNATIVES COURSES OF ACTIONS

- Ie Ignatius Eric Cahya Saputra -

Alternatives Course of Actions

• Understand and implement “Third Dimension” philosophy

Third Dimension

Descriptions Requirements

“In the open”

• Declared, visible, openly discussed by stakeholder

• Competency

“Under the table”

• Withheld deliberately, undeclared by oversight, or not usually discussed, but very influential

• Knowledge and experience for identification and satisfied resolution of issue

“May emerge”

• Unknown by both parties, but should be dealt with positively when they emerge

• Know how to read the power structure of the organizations

Alternatives Course of Actions• Tapping more into “Powerlines” :• Building and maintaining robust relationship• Understand :

• The patterns of political activity• The power environment• “Actors” within

• Able to adapt :• The personal behavior• Other attitudes align with project goals – “coalitions of support”

• Deliberate rational thoughtful strategies• Have emphatic relationship

Alternatives Course of Actions• Creating Learning Environment

Initiate Leadership Program • Coaching• Mentoring• Seminar• Training• Action Learning Method• Job rotation

T-Shaped Skills • See from two – three perspectives

Alternatives Course of Actions• Creating Learning Environment

Alternatives Course of Actions• Organization support the transfer of wisdom

NATURE OF INTERACTION

Independent Interdependent

NATURE OF TASK

Non Routine & Non – Specifiable

• “Stretch” assignments

• Appropriate support and reward

Self managed team

Routine & Specifiable

Providing guidelines for limited discretion in daily routine tasks

Periodically review rules and procedures, and policy

KEY SUCCESS FACTORS- Ie Ignatius Eric Cahya Saputra -

Key Success Factors• Understand and implement “Third Dimension” philosophy

Third Dimension Key Success Factors“In the open” • Standalone project can be delivered on schedule

and within budget“Under the table” • Managing relationship

“May emerge” • Able to negotiates the best resolution for the project

Key Success Factors

• Tapping the “Powerlines” :• Adjust perceived importance of

the projects• Manager reputation• Better influence on project

• Drive the team to work on agreed objectives

• Access to “early warning system”

Key Success Factors• Creating Learning Environment :• Complete projects more successfully

• Effective communication

• Develop and manage project

• Leading and influencing all stakeholders

• Tailor technological vision to the day to day reality

Alternatives Course of Actions• Organization support the transfer of wisdom

NATURE OF INTERACTION

Independent Interdependent

NATURE OF TASK

Non Routine & Non – Specifiable

Exploration of new ideas

Trust, commitment, collaboration, and a shared vision

Routine & Specifiable

Understand the hidden realities of doing business

Describe the challenge of storage and codification of rules and procedures

SELECTION OF THE BEST ALTERNATIVES

- Ie Ignatius Eric Cahya Saputra -

Selection of the Best Alternatives

Creation of Learning Environment & Transfer of Wisdom

“Third Dimension” Philosophy + Tapping into the “Powelines”

Good Reputation

Successful Project Manager

RECOMMENDATIONS- Jessica Gunawan -

RecommendationsNURTURING PROJECT MANAGER IN LEARNING

ORGANIZATIONJOB ROTATION APPRECENTICESHIPS PROGRAM

• Align with T-shaped skills• Handling different types of

project• Dealing with diverse group of

people• Experiencing :

• Different styles • Different methods of

project success & failures

• Coaching & mentoring from senior or more experienced project manager

• Feedback session• Sharing technical & organizational

knowledge• Gain hints, exclusive insights, and

perspective from senior• Help each other