1 / 20

PMI Montgomery County MD Mallory Starr CMC and Mark Haas CMC, FIMC Wednesday, April 2, 2014

The Emerging Common Professional and Ethical Responsibilities of Project Managers and Management Consultants . PMI Montgomery County MD Mallory Starr CMC and Mark Haas CMC, FIMC Wednesday, April 2, 2014. Establish Corporate Engagement. R.M. STARR, JR. ®. R.M. STARR, JR. ®.

adele
Download Presentation

PMI Montgomery County MD Mallory Starr CMC and Mark Haas CMC, FIMC Wednesday, April 2, 2014

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Emerging Common Professional and Ethical Responsibilities of Project Managers and Management Consultants. PMI Montgomery County MDMallory Starr CMC and Mark Haas CMC, FIMC Wednesday, April 2, 2014

  2. Establish Corporate Engagement R.M. STARR, JR. ®

  3. R.M. STARR, JR. ®

  4. Prototype Launch R.M. STARR, JR. ®

  5. Reactions to Implementation Often Occurs in Stages or Phases R.M. STARR, JR. ®

  6. Impact of Stress and Stress Vents Hydraulic Model of Corporate Functioning R.M. STARR, JR. ®

  7. Establish Corporate Engagement R.M. STARR, JR. ®

  8. R. Mallory Starr, CMC Director, Sequoia Presidential Yacht Group LL and President, US Asian Cultural Academy1001 Connecticut Avenue, NW, Ste. 405Washington, DC 20037202-333-0011 mstarr703@comcast.net         www.sequoiayacht.com www.usasianculturalacademy.org

  9. It’s Not What We Know That’s the Problem It’s What We Know That Just Ain’t So

  10. What Do We Know That’s Not So? VUCA Free Agency Intangibles

  11. There’s No Return To a Pre-VUCA World

  12. We’ll All be Free Agents Someday • Trend toward independence • Experts and seasoned workers • Self-assembling teams • Less misclassification • Changing culture The majority of the US workforce will be independent by 2020

  13. Intangible Assets Dominate Enterprise Value

  14. So, How Does That Affect Me? • VUCA compromises planning, predictability • Free Agency compromises development • Intangibles compromise control

  15. It Gets Worse! • We are increasingly seen as third party risks • Incompetence • Malfeasance • Ineffective systems • Advisor ethical lapses have big impact • SAIC • Enron

  16. We Can Play Offense as Well as Defense • Defense • Pay more attention • Uphold ethics standards • “Sink to level of training” • Offense • Look ahead • Know your strengths • Actively work with clients

  17. But It Can Get Even Better • Work together as individuals and disciplines: • Efficiency & control have their limits • Managing VUCA and ethics are critical • Build on respective BOKs and common practices

  18. Leave With Four Questions • How will these trends affect me/my profession? • What third party risks am I unaware of? • How much offense can we play on ethics/risk? • How can MC and PM help each other?

  19. We Now Have the Concepts It’s Up to Us to Decide How to Use Them

  20. Mark Haas CMC, FIMC President, Research and Organization Management Gaithersburg, MD (301) 869-5889 www.rominc.com mhaas@rominc.com

More Related