Project management blending bottom up and top down approaches

Project Management 2.0:
Blending Bottom-up and Top-down Approaches


Economy

ups & downs
2

U.S. Steel

nd

quarter of 2008 reports

record profits

November, 2008 laid off 675 workers &
postponed the new $450 million plant.


Is top-down
the right solution?

50-50 chance of damaging the company's long-term ability to thrive

50% failure

50% success

What does
“Agility”
mean?

Recognize changes fast
Adapt cost-effectively
Make right decisions


To make

right decisions fast
you need
bili
Visi
ty

Dialogue

Bottom-up knowledge


Joseph Grenny’s

research

Teams
Teams that
that foster
foster dialogue

dialogue are
are

250%
250% more
more likely
likely to
to survive
survive
Less
Less agile
agile teams
teams are
are

360%
360% more
more likely
likely to
to miss
miss
$$


top-down

bottom-up

Top-down vs. bottom-up management

Control

Imposed

Stiffness


Is bottom-up
the right solution?

Often criticized for lack of

clarity & control


Perfect

balance


Are these
ideas

new?
Not really…


Agile Manifesto (2001)
 collaboration & interaction
 clear vision

 fast pace
 self-organizing teams

 leadership & teamwork


Agile Management

Increased productivity

Early ROI
Responsiveness to changes


Agile
companies


Key elements
of project work


Are you using
the

right tools?


“

IT investments can be prescriptive

to agility —

proper doses of the right technologies and IT best practices can

increase an enterprise's agility

potential”
Gartner


Traditional
PM software
puts a heavy burden on project
manager


Traditional
PPM software

 control – focusedcomplex
 hard to adopt company-wide
 overpriced


Is it possible to turn
project secretary into a

leader?

project


Change
in communication

tags
videoconferencing
RSS

RSS

blogs

Webinars

blogs

Wikis

social bookmarking
webinars

podcasts
blogs

Collaboration software
podcasts

Web 2.0

tags
microblogging

microblogging

social networks

Collaboration software

tags

podcasts

blogs

videoconferencing

social bookmarking

RSS




Web 2.0

for
the Enterprise

“Enterprise 2.0 is the use of emergent social software
platforms within companies, or between companies and
their partners or customers.”

Andrew McAfee, Associate Professor, Harvard Business School

emergent = freeform


Enterprise 2.0
brings you

real benefits

Agility
Innovation
Team productivity


It works in the real world
Nissan’s internal social networking site "makes it easier for employees to tap into the expertise they need to
do a better job."

Simon Sproule, Nissan’s Corporate Vice President

BCC: "enormous benefits" from Enterprise 2.0: 23,000 bulletin board users, 4,000 wiki users and over 400
people blogging

Euan Semple, former Head of Knowledge Management for the BBC

 

GE’s ‘SupportCentral’ over 100,000 users, GE workers, who use the system because it helps them do their

job better