ORGANIZATIONAL RESILIENCE AMIDST CLIMATE CHANGE, CYBER RISK AND TERRORISM
Leadership and decision making are at every level of the organization. We project professionals often find ourselves in a tough spot when we have to make decisions and rely on our leadership skills to get us to the finish line.
We’re expected to be well informed, resilient, on our feet and always look one step ahead. It’s pretty much a balancing act when we juggle our data and processes while using our skills. But like any performer we have to practice ahead of time.
Our decision making agility is being tested on a daily basis, when do we rely on data and AI? Do we implement new processes? Do we go with our gut feeling or not? To top it all off, we’re not alone, but work in an internal and external environment that we have to understand in order to navigate.
We’re always asking ourselves if we made the right decision and the answer in most cases is that we did the best we could at that time, given the information we had, the time constraints, resource constraints etc. But we have so many great techniques and tactics at our finger tips to help us with our decision making and better connecting us to decision making processes in the organizations.
I came across a new phrase last week, which I really like: “aggressive transparency”. I saw this phrase in the Project Management Institute, Inc. exposure draft of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. It is used in the Project Stakeholder Management chapter referring to the fact that agile approaches strive to be very transparent so that stakeholders always are aware of project progress. I liked the phrase and searched on it to see if I could find where it originated.
Talk about overused expressions! This one has certainly run its course over the last 5-10 years. As much as I tire of hearing the phrase “Think out of the box”, I have to wonder about the use of the “box” metaphor.
Maybe there is a physical reason? Back in the late 20th century, we found ourselves with the need to employ many knowledge workers. So, in the interest of efficiently utilizing floor space and affording them the privacy they needed to do their work, we put them all in these 3′ x 5′ boxes that were 5′ high on three sides. Of course, it is now the 21st century and we now know that rather than make them productive, it made them feel physically and emotionally isolated.
Every Company Wants to be More Innovative
We’d all like to invent a breakthrough product like Post-it® Notes or the Apple® iPhone®. Many companies have created “innovation teams” and embarked on training programs to teach creativity and innovative thinking.
I had an opportunity to attend a LEAN UX (User Experience) workshop taught by Jeff Gothelf from Neo last week.
Jeff did a great job delivering the materials. The workshop was fun and informative. If you get a chance to attend one of these, I would highly recommend it. If you cannot, then reading Jeff’s book would be worthwhile, LEAN UX: Applying Lean Principles to Improve User Experience.
While there are many parallels that can be drawn from RMC’s Agile Practice and workshops, there are insights from Jeff’s workshop that are interesting from a product design and product marketing perspective that are worth exploring.
I want to introduce myself in my first blog on Converging 360. As leader of the Project Management Area of practice for RMC Project Management, I wear many hats within our organization. In addition to being a trainer, I am a speaker and presenter, subject matter expert, and curriculum developer. And as of today … I am also a Converging 360 blogger!
First of all, let me say that I am truly blessed. I was hired and mentored by Rita Mulcahy, and had the honor of working with her for 18 months.