A different slant… Caring4Capital™
“It is the duty of ‘C’ suite role holders to be capable of using projects as enablers of strategy…
…Insight, particularly for leadership of complex projects IS competitive advantage.”
Logical Model provides tiered training grounded in a different mindset to most…
…because “One cannot solve problems with the same thinking that created them – Einstein”
- First ‘Different slant’: Much current PM training is aimed at exam qualifications for individuals in what is essentially a collaborative activity. The disconnect between what is vital in the work-place and what is vital to pass exams accounts for the low real ROI on some PM training
- Second slant: Exam training is foundational for those seeking a specialist PM role – We provide it as cheap eLearning. Lets save the budget for the most valuable uses
- Third: Organisation’s use of capital is improved (enabled?) when everyone has a solid understanding of a few practical basic tenets of PM. A few hours of basics for all the non-PM from Boardroom to Boiler-room™ ( check-out the courses on our learning portal )
- Fourth: Preparation to excel in Caring for Capital™ needs Steps, Tools & Techniques across three levels of responsibility (Direct, Manage, Deliver) and three time-frames (Investment qualification, Capability development, Benefits realisation).
- Complex Adaptive Leadership is key in 5 of the 9 intersections. Project management is key in just one! – the central one of manage development (and useful, to varying degrees in most of the other 8) (Leading Complex Projects)
The rise in ‘interconnectedness’ is all around us; it CREATES complexity that invalidates the effectiveness of traditional management structures during creative activity (but is still relevant in operational spheres and some areas of project work when creating deliverables). Organisations that adapt faster than the competition have fantastic opportunity.
Advanced content and concepts presented with advance instructional design…
“Those who think education expensive have not accounted what they daily pay for ignorance” – anon or Abraham Lincoln’s “Give me six hours to cut down a tree and I’ll spend the first four sharpening the axe”
…Logical Model’s training suite is holistic.
“Successful businesses manage all of change’s affects from at least two perspectives.
On the timeline; that means from idea to steady flow of benefits in the future state of business as usual;
this is Caring for financial Capital.
The second perspective is the formulation then cascade of strategic intent plus caring for the escalation of devil-in-the-detail needs for clarification;
this is Caring for intellectual and human and social Capital, “
Logical Model’s business change training delivers frameworks, tools and techniques that link Board-room through to boiler-room and back™.
“Handling complex change requires leadership with a skill set based on the principles of complex adaptive systems.
Leadership translates Mission, Values and current context into a vision that inspires the achievement of targets”
…Leader’s training includes awareness of self and others, analysis of business context, framing, debate, expression and cascade of strategy plus integration with governance, oversight and providing direction.
The view-point is of the portfolio of all uses of all forms of capital. Tools and techniques cover a spectrum from care for social reactions to change to tangibly, tightly and auditably linking results and their enabling actions to cash-flows and risk and more.
A different slant 4/5 …
Managing operations is cyclical, managing change is event driven; both honour authorities and decision making governance but they are different mindsets, for example the definition of efficiency in each is diametrically opposite to the other …
“Management is the coordinated application of a control structure to increase confidence in & speed and quality of achieving defined targets. In operations that is about repetition with minimal resource use, in change that is about ability to react to the unexpected. In Myers-Briggs terms it is about the xxxJ and the xxxP. In development terms it is about recognising when incremental iterative approaches are best or worst”
…Manager’s training includes project competencies that integrate Agile’s concepts of transparency, backlog, short-term horizons, involvement and constant horizontal communications with insight from 6σ (six sigma), from Lean with Tools-&-Techniques and Governance structure such as PRINCE2’s, PMBoK-Guide’s and Dimension Four’s
“Business leaders caring for capital need information to evaluate investment decisions. ‘Better’ information is supplied by managers skilled in expressing uncertainty of budget and schedule based on data from technicians with skills in estimating materials use and work effort.
Building the baseline is the minor task, readjusting the forecast of out turn from velocity determined by measuring and reporting status is the key competency. A foundation may be called a Burn-Chart or Earned Value (Earned Time) but the labels don’t change the competencies needed from expressing acceptance criteria and demonstrating their achievement to decision making that happens in the right place at the right time”
…Technician’s training must with open-arms include the best insights of Agile & PMBoK-G tools & techniques and must also go way beyond them both to build & maintain baselines that support Leaders make decision of direction, help managers manage to baselines, support development teams innovate and enable, enable operational teams to return benefits and perhaps most importantly energise everyone to engage whole-hearted motivation.
“Where there is a will then there is a way” – anon
“Whether you say you can or you cant – your right” – Henry Ford
“Until the team say we can, you can’t” – with apologies to Henry 🙂