4. Dilemma’s bij projectmatig werken
Opdrachtgever is Werkzaamheden gerelateerd
probleem eigenaar, aan je functie blijven
niet de doorgaan, hoeveel tijd mag
projectleider je besteden aan een project?
Competentieverloop Functionele Globalisering van
in de organisatie spanning in matrix de
organisatie werkzaamheden
(Asia, US etc..)
Hoge
verandersnelheid Multi-site
van (anglo- organisaties
saksische) Results first met multi
organisatie prioriteiten
5. Ideal Project Management
Conditions Results
Collective memory
Share group expertise and individual
colleague expertise
Reach excellence in
Open culture and help from
management project management
Common language
Pro-active mentality in problem
sharing and solving
6. Hoofdthema: Gedrag
“Ik hoef het mijn
collega niet te
vragen, want ik krijg “Als ik het ga
toch geen antwoord” zeggen dat ik het
niet weet ben ik de
sigaar”
do NOT
Proceskennis
know how
(hide ,opportunistic)
Competence
Behaviour
Technical
to solve
Know how
to solve
“Ja maar als ik
het ga zeggen
moet ik het ook
nog doen”
8. Toolkit
KO VO
V
Bedrijfs-
kunde
AK VK
Neurologie Psychologie
Aanklager Redder
Forming Storming Norming Performing
Teamontwikkeling Slachtoffer
9. Ego-toestand
Kritische Ouder Voedende Ouder
“Dat heb je stom KO VO “Ik denk niet dat u dit zelf
gedaan!” kunt”
Volwassene
V “Wat is wel mogelijk?”
Aangepast Kind AK VK Vrij Kind
“Ja, maar ….” “Ik doe het lekker op
mijn eigen wijze”
10. Zelf beleven…
In tweetallen
1. KO – KO Onderwerp: het weer
2. KO – AK Onderwerp: de lunch
3. VK – VK Onderwerp: Oud & Nieuw
4. V–V Onderwerp: Oud & Nieuw
12. Projectleider en Projectteam
Voorbeelden van uitgevoerde acties:
• Communicatie naar stakeholder eerder en
meer
• Strategieën met team bepaald om van
storming naar norming te komen
• Minder discussie in team door Critical
Parent te benoemen
• Vergaderstructuur veranderen
• Benader stakeholder in Adult ipv Critical
Parent
13. Example of OMM in Projects
so called TIGHT-LOOSE-TIGHT model
Tight Loose Tight
Description Have agreed assignment Work according agreed processes to meet Review results, decide and evaluate
including psychological contract. assignment. Share and communicate all learnings, both on content and behavior.
relevant information within appropriate PDCA to next project and personal
meetings and understand intervention development (PPM)
models.
Key Elements Mutual understanding of contract Assignment holder is the owner. Factual Good review structure
with KPI’s, deliverables, behavior, sharing of information discuss (5xWhy) Timely feedback (both positive/negative)
how to report, and understand and label at forehand the different Reward good results
personal profiles and questions or interventions. Understand which reviews are Tight
preferences. (Consolidations, IPD back end, MOHB,
POOH, etc)
Fail Factors No clear assignment. Management manages on details. No feedback No learning No
Do not know what to deliver and Management takes over project in directive continuous learning on content and
how to deliver. style Owner not longer in control. behavior.
Insufficient time to discuss Interventions are not clear, management Review meetings not understood as Tight,
assignment. tells you what to do issues will not be eg consolidation meeting
Boundary conditions are not shared.
challenged together and not re-
defined
Enablers Agreed Assignment incl. Work according to agreed assignment 1. What and How (project) evaluation within
psychological contract Intervention Model applied (bigger picture, team and with stakeholders.
link to PPM re-assure me, I question your approach) 2. Review effortful learning
Coaching vs mentoring correctly applied 3. Direct feedback (Open Communication)
4. Link to PPM (Close the loop PDCA) 1
3
14. New OMM driven Way of Working
in Philips Personal Care, Drachten
1. Have clear technical contract (assignment) and discuss two way
2. Have clear psychological contract
3. Have clear roles and responsibilities defined in the team
4. Have weekly reviews with clear supporting model from
management (where can I help and let me be part of your
(technical) problem)
5. Have clear intervention model if projects need to be questioned
6. Have well defined project kick-off with entire team (important part
is project mood board)
7. Use OMM toolkit through out the project (O-V-K, dramadriehoek
etc)
8. Have Glass Wall stand-up meeting to review
9. Have dedicated Powershops (trainings) to project teams when
needed
15. Resultaten
• Een gemeenschappelijke taal om gedrag bespreekbaar te
maken, meer feedback, 2- weg communicatie, afgestemde
doelen, gemeenschappelijk draagvlak
“This language facilitates “After 3 years the language is
addressing unwanted still used on a daily basis.”
behaviour between managers.”
• Sneller dilemma’s herkennen, bespreken oplossingen hoe
in Volwassen mee om te gaan
• Collectief gedragen oplossingen hoe om te gaan met
stakeholders
Meer efficiënte beslissingen
Nieuwe targets haalbaar
Meer fun at work
