Strategy to Action: The Power of HSD Session 2: HSD and Project Management September 10, 2008

1. Strategy to Action:The Power of HSDSession 2: HSD and Project ManagementSeptember 10, 2008 Glenda H. Eoyang, Ph.D.geoyang@hsdinstitute.org Jennifer Schuster-JaegerJennifer.Schuster-Jaeger@co.hennepin.mn.us

2. Why HSD? • Is change coming at you too fast? • Are you surprised more too often? • Do you know what to do but you can’t explain why? • Do the old solutions not work on new problems? • Have you heard about chaos and complexity and wonder how they can help you cope?

3. HSD Assumes • Success is about fit. • Dialogue is only the beginning. • Understanding is not enough. • Prediction may be impossible, and control is expensive. • Valuable insights are TRUE and USEFUL. • Opportunities for tomorrow are locked into today’s realities. • Answers have a short shelf-life, but good questions last forever.

4. Series Goal Improve your performance as you: Manage projects Plan for change Train and develop capacity Manage performance Communicate Lead virtual teams

5. Series Overview Introduction to HSD July 9 HSD & Project Management September 10 HSD & Performance Management October 8 HSD & Planning for Change November 5 HSD & Communications December 10 HSD & Training and Development January 7 HSD & Virtual Teams February 11

6. Your Guide . . . Glenda Eoyang geoyang@hsdinstitute.org • Began managing projects in 1981 • Learned many lessons: • Surprise shouldn’t be surprising. • More time >> less certainty • More players >> less certainty • Larger scope >> less certainty • More interdependency >> less certainty • More precision >> less certainty

7. Your Guide . . . Jennifer Schuster-Jaeger Jennifer.Schuster-Jaeger@co.hennepin.mn.us • HSDP Associate • Manages change projects • Learned many lessons: • It never comes out as you expect or plan. • Expect changes—have a map so you can change course and keep your bearings. • Guiding documents are invaluable.

8. Today we will . . . • Explore the challenges of traditional project management. • Recognize three patterns of project dynamics. • Explore ways to influence the dynamics of projects. • Recommend ways to see and influence projects more effectively.

9. Today we will . . . • Apply three HSD tools to issues in project management: • Landscape Diagram • Adaptive Action Process • Decision Map

10. What are your project management challenges? • People have other agendas. • Scope of project is too large/small. • Resources aren’t available. • Expectations/requirements change. • Other projects compete. • Leaders aren’t supportive. • Communications isn’t reliable. • And . . . All of these challenges arise over time because players don’t AGREE, the environment is UNCERTAIN, or BOTH.

11. Strategy to ActionHSD Tools Landscape Diagram Adaptive Action Decision Map

12. Landscape DiagramKnow When Your Changes Are In the Zone of Self-Organizing Far from Unorganized RandomSurprising Agreement Organized OrderlyPredictable Close to Far from Certainty Close to ___ _________ PatternedEmergentInteractiveComplex adaptive

13. Project Management Organized Expectations Close to agreement Scope Goal Budget Project team members Close to certainty Deliverables Rewards Schedule *

14. Managing the Organized Maintain agreement: Document assumptions and expectations Meet often Include few people Focus on narrow scope/goal Maintain certainty: Report often Keep communications close Hold scope constant Ensure few interdependencies

15. How does it work? Insert Jennifer’s picture here.

16. Far from agreement Individual agendas Understanding goals Personal styles Cultural differences Far from certainty Media attention Legislative/regulatory changes Competitor actions Technology glitches/opportunities Project Management Unorganized Environment *

17. Managing the Unorganized Increase agreement: Collect data over time Look for patterns Stay connected to near- and far-neighbors Increase certainty: Focus on things you can control/predict Build close connections Establish strong/impermeable boundaries Increase trust across the system

18. How does it work? Insert Jennifer’s picture here.

19. Adapt agreement Team meetings Project reviews Customer feedback Dialogue Adapt certainty Short-term milestones Environmental scans Stories about environment & expectations Iterative project re-planning Project Management Self-Organizing Relationships *

20. Managing the Self-organizing Adapt agreement: Ask questions Stay connected Listen and be willing to change Adapt certainty: Review/revise plans regularly Use participative planning processes Be transparent with assumptions/constraints Understand what is stable in the environment

21. How does it work? Insert Jennifer’s picture here.

22. What? Is happening? Do I see/hear? So what? Does it mean to me/others? Can I learn? Now what? Can I do to improve fitness for me/others? Begin again! Project Management The Adaptive Action Process can help you stay in the self-organizing space as conditions change. Adaptive Action

23. Tips: Repeat the process early and often. Use Adaptive Action for yourself as you lead a project. Help your team use Adaptive Action as they encounter changes and challenges. Complete an Adaptive Action Cycle at the project start to build your plan. Complete an Adaptive Action cycle at the close of a project to capture lessons learned. Adaptive Action

24. How does it work? Insert Jennifer’s picture here.

25. Decision Map Project Management The Decision Map helps you understand potential sources of agreement and certainty. World View Rules Reality

26. Decision Map Tips: How much agreement does your team have on world view, rules, and reality? Consider your other stakeholders. How are their Decision Maps the same? different? What rules are given and which ones can change? What is the current reality? How is it likely to change?

27. How does it work? Insert Jennifer’s picture here.

28. Today we planned to . . . Explore the challenges of traditional project management. Recognize three patterns of project dynamics. Explore ways to influence the dynamics of projects. Recommend ways to see and influence projects more effectively.

29. For more information: Contact Susan Heidorn for HSD and Project Management courses and consulting. Read some good books: Coping with Chaos: Seven Simple Tools, Eoyang Facilitating Organization Change: Lessons from Complexity Science, Olson & Eoyang Check out the HSD Institute website:www.hsdinstitute.org

30. Next time we will . . . Consider complex human systems dynamics of Performance Management. October 8, 2008 Same place Same time What are your performance managementchallenges?