Business case approved, resources assigned, project plan written. Ready to go. See you again in two years when we are done! Such a heads-down approach to project execution risks creating something that has no place in the world upon delivery. Projects need constant steering and adjustment to the ever changing business realities. Project portfolio management, program management and steering committees ensure this. But what can a project manager personally do to ensure project success?
Raising your own perspective and seeing the bigger picture is one place to start. This session takes a look at current systems thinking approaches from a perspective of project managers. Systems thinking supports the understanding, visualisation and communication of the organizational and market dynamics of projects. It enables better risk management and allows a project manager to take ownership of the business case. It elevates them to project leaders capable of achieving not only the objectives of the project but the objectives of the entire organization. “Promotion granted” instead of “project failed”.
Thomas Martin is a consultant and entrepreneur focused on foresight, strategy, innovation, program management and execution. During his more than 20 years as a business and innovation manager, strategy and technology consultant he has helped multi-national companies in the US, Europe, Africa and Asia to develop and refine their strategies, decision making processes and leadership capabilities. As an entrepreneur and manager at A.T. Kearney, Capgemini and Microsoft he started and managed several companies, business units and functions up to USD162m. He holds an MBA from European Business School in Germany, is PMP-certified and a member of the PMI, World Future and IEEE Computer Societies.