NTPM 2013 summary PART 1
2nd New Trends in Project Management conference organised by Project Management Institute (PMI)® Gdansk Branch took place in Sopot, 8-10 May and gathered around 100 participants. 20 international speakers, 3 thematic tracks -Agile, Risk Management & PM tools, networking and entertaining activities made the decision which session to attend very hard.
Before conference delegates had a chance to participate in „The Project from Hell” workshop, designed by Peter Taylor and Michael Finer, the authors of „The Lazy Project Manager and the Project from Hell” and facilitated by highly experienced trainers Anna Erdmanska and Marzena Imilkowski.
Take Aways by Michal Raczka |
And Ray Arell finished sharing his experience in implementing agile approach of work. We have also learnt that Ray’s 3 children use kanban boards to plan their daily activities! If you interested in using personal kanban read the blog.
Culture by Ray Arell |
Success or failure” I thought failure till the time I met David Hancock, responsible for creating and delivering the risk management system for the Terminal 5 project. I got his point that companies do not really care about reputation as long as they make profit. The chaos at the airport lasted only for one day and BA predicted it but did not want to spent more money on additional testing as 6 month testing was already completed. Remember when planning risk responses consider 4Cs (Costs/Consequences/Context/Choices). Your choice is based on costs, consequences of doing nothing and context!
In his presentation David also introduced 3 types of problems:
- Tame – straight-forward simple linear causal relationships and can be solved by analytical methods
- Wicked – have high levels of system complexity and have interrelated or interdependent problems needing to be considered holistically
- Messy – characterised by high levels of behavioural complexity, but what confuses real decision-making is that behavioural and dynamic complexities co-exist and interact in what is known as wicked messes.
- Available data – A data-collection process that is restricted to data that is readily or conveniently available
- Conservatism – Failure to consider new information or negative feedback
- Escalation of commitment to a failing course of action – Additional resources allocated to a project that is increasingly unlikely to succeed
- Groupthink – Members of a group under pressure to think alike, and to resist evidence that may threaten their view
- Illusion of control – When decision-makers conclude that they have more control over a situation than an objective evaluation would suggest
- Overconfidence – Level of expressed confidence that is unsupported by the evidence
- Recency – Disproportionate degree of emphasis placed on the most recent data
- Selective perception – The situation where several people perceive the same circumstances differently; varies with the ambiguity of the problem or task
- Sunk cost – The inability to accept that costs incurred earlier can no longer be recovered and should not be considered a factor in future decisions
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