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“Thinking Outside The Box” A Project Manager Perspective

“Thinking Outside The Box” A Project Manager Perspective. PM Tools Presentation June 2004 John Cormier, MSA, PMP cormierj@erols.com Phone: 703 250-2806. What Do We Mean By “BOX”?. The range of thought and action in a workplace that is deemed “acceptable”.

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“Thinking Outside The Box” A Project Manager Perspective

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  1. “Thinking Outside The Box”A Project Manager Perspective PM Tools Presentation June 2004 John Cormier, MSA, PMP cormierj@erols.com Phone: 703 250-2806

  2. What Do We Mean By “BOX”? The range of thought and action in a workplace that is deemed “acceptable”. Constraints developed by cultures and organizations to govern behavior. Professional standards and procedures determined to be “best practices”.

  3. Where is the Project Manager? Procedures Culture Policies Regulations

  4. Why Think Outside The Box? Existing constraints often preclude options for success. The thinking that has gotten you into a problem may not get you out. Continuous improvement requires creativity.

  5. Where is Your Comfort Zone? • Inside the box: • Using tried and true practices • Relying on prior experiences - confidence • Having common understanding - support • Outside the box: • Open to change - something new • Accepting increased risk • Having a vision of success in spite of problems to be faced.

  6. What Is Your Opinion About People Who “Think Outside The Box” • Positive? • Innovative and creative? • Progressive and forward thinking? • Negative? • Threatening to you or the organization? • Destabilizing to daily activities? • Risky? Careless?

  7. How Does Senior Management Feel About “Thinking Outside the Box “? • Some may be skeptical: • A risk to stability unless controlled. • First step toward a loss of control. • Supporting the “thinker” may prompt criticism elsewhere in the organization. • Some may be supportive: • Fresh approach – innovative. • Path to accelerated growth or recovery.

  8. How Do Managers Manage? • By Rules? Strong affiliation to company processes. Solves problems with new rules. • By Methods? Using tools for analysis and improvements. • By Objectives? Grounded in the above but has a focus on goals, not processes. • By Values? Guides activities with a focus on corporate values. The demand for “thinking outside the box” grows with increased responsibility.

  9. Tasks for Success • Create a permissive environment: • You need encouragement to think outside the box. • You need to encourage thinking outside the box. • Brainstorm the impossible solution: • You need to getting others to start thinking outside the box without being at risk. • Motivate support • Provide recognition and reward for thinking outside the box.

  10. Three Points To Remember • When thinking outside the box, make sure your goals are clearly beneficial. • Thinking is not enough. You have to act and that will require support. • To get support requires others to start thinking outside their boxes.

  11. Thinking Outside The Box Has Led to Many Success Stories. Can You Think of an Example?

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