WELCOME!
Connected to Care webinar
“How to plan, manage and control projects” 1
Projects that succed How to plan, manage and control projects by caring for success conditions.
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Booklet for the participants of the webinar "Projects that succeed" at „Connecting Help“ 2015 Copyright of this booklet: Thomas Marschall, Marschall & Andere. The rights of
Moderation, Entwicklung, Training. Haus, Menschen, Räume.
some excerpts are connected to the named authors. This booklet may not be redistributed without permission to a third party. Please note copyright disclaimer at the end of the booklet.
Marschall & Andere: Short introduction.
berg23 by Marschall & Andere Moderation, Entwicklung, Training. Hub, Räume, Akademie.
Vom Sollen zum Können •
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Kurze Vorstellung MWA Credibility
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Expeditions that succed. Accompany and facilitate Changes, Transformations, Leadership, Teams, Roles and Responsibilities. berg23 Marschall & Andere
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Ok, i know that already.
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Planning towards Effects Not along activities.
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Project development Impact-oriented
Impact
Outcome
Output
Input
action-oriented
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Planning agile. Not linear but updateable.
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Objectives and Effects Operative Action Scoping
Contraries
Indicators
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Roadmap
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Scoping for easier controlling Planning in periods and dimensions
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Scope 3 Scope 2 Scope 1 Basis
Competitive Differentation
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Enthusiasm
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Cycling to success
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Clear orientation on your direction
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Away from and towards: From A to B
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What is that „towards“ in fact? What is that promised land?
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Sense of Urgency Is there a really good reason for „B“?
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What could prevent progress? Denying the Future Success Politeness Orthodoxy
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What could prevent progress? Different motivations. Worries and fears not used a transparent way. Focussing on fact issues only. Mortgages and Parallel Steps. Focussing on what’s not working. Current Structure of roles and responsibilities.
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The magic question What for … ? In order to … ? From whose point of view?
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Using a global view to be able to see the whole picture, connected or connectable parts and contradictions
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Starting from the limited inner view …
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… flying to the global view.
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Develop Objectives by using fields of forces: - Objectives / Effects - interests
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Which Impact should be realised for whom?
Perspective? Indicator = How to recognize Who will perceive by which mark?
Which Contraries are apparent?
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Who or what will be affeted by effects?
People, Planet Mitarbeiter, Coworker, Customer Kunden, …
IMPACT Organisation who else?
Partner
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(Un) Desirable Effects
People, Planet Coworker, Customer
IMPACT Organisation who else?
Partner
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Field of Forces: Objectives and Effects
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Fields of Forces: (Clashing) Interests
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Brainteaser for innovation Create a question using the contrary effects, Objectives, interests.
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Developing Projects Objectives & Effects Different Logic step by step
My role
My responsibility
Operative Action Dialogue & Feedback
Understand and (re) use resistance and different angles
Perspectives / Angles
Fields of Forces Energy Level
Driving Forces
Ownership
Worries, fears, opportunities
People involved or affected
(Preliminary) History
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7 Basic Guidelines (Klaus Doppler) 1. Communication as a real open confrontative dialogue 2. Think from outside to inside 3. Balanced Leadership: Giving Impuls versus self-directed Teams 4. Learning Organisation as holistic objective 5. Resistance is nothing special - learn how to manage it 6. Be prepared for surprises 7. Cheerful Obsession - there ist nothing like a perpetuum mobile
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Daring Instability Only unstable systems will change.
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Enabling new ways. Enabling open minds and words. Demand clarity. Close gap between said and understood. Get feedback from different angles all the time. Find out why one is against your change! Ensure acceptability. Derive clear responsibilities. berg23 Marschall & Andere
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Innovate radical. Use successful patterns.
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How do we come closer to the objective? Not: What is the cause of the problem?
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Get stable as fast as possible? Recognition, security, belonging, autonomy. New patterns of behavior take time? Rapid solutions are absolutely necessary?
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Spiral and maturation Cycle not Circle. Allowing new findings: get smarter on the way and adapt process, project and activities. Keep clear in your general orientation. Keep moving operating action.
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Naming Sources. Klaus Doppler: Moderation (ebook) Klaus Doppler: Change Management Peter Kruse: Next Practise Fredmund Malik, Führen, Leisten, Leben Abt, Volkmar, Judith Zimmermann, Helmut Promberger: Skript Wirksam Führen 2012-2013, www.systemisches-institit.de, Augsburg. Interessen statt Positionen: das Harvard-Verhandlungskonzept: http://de.wikipedia.org/wiki/Harvard-Konzept Jesper Juul: Dein kompetentes Kind Guido Palazzo: Die Banalität des Bösen - Warum gute Manager unethisch handeln. In: Frädrich, Stefan: Business Book of Horror, Seite 189 - 196, GABAL Verlag GmbH, 2008 Guido Palazzo: From Yale to Jail: Warum gute Manager böse Dinge tun, dokumentierter Vortrag in der Veranstaltung „From Yale to Jail“, Marschall Wernecke & Andere, Palazzo & Palazzo, Literaturhaus München, Juli 2010 Peter Ulrich: Integrative Wirtschaftsethik. Grundlagen einer lebensdienlichen Ökonomie Thomas Maak, Peter Ulrich: Integre Unternehmensführung. Ethisches Orientierungswissen für die Wirtschaftspraxis. Marschall & Andere: IDA Impact-Dilemma-Assessment: Ziele und Widersprüche erkennen und methodisch nutzen, http:// berg23.de/ida Marschall & Andere: Dilemma-Spiel. http://berg23.de/dilemma Thomas Marschall: Advocate, Stakeholder, Fundraiser – Partnerschaften zwischen NGOs und Unternehmen im Spannungsfeld zwischen entwicklungspolitischen Forderungen und Fundraising, in: Simone Klein, Karin Siegmund: Partnerschaften von NGOs und Unternehmen, 2010. Thomas Marschall: CSR & Change Management, in: CSR & Organisationsentwicklung. Erscheint zu Beginn 2015, Springer Gabler Verlag.
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Thanks!
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Thomas Marschall Geschäftsführender Partner
[email protected] t +49 89 124 138 502 f +49 89 124 138 501
Moderation, Entwicklung, Training. Haus, Menschen, Räume.
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(c) 2015. Rechtlicher Absender: Marschall & Andere, Marschall & Andere GmbH, Munich. Ideas and Concept of this bookelt are intellectual property of Marschall & Andere, Munich. Parts of it with MWA Credibility GmbH, München, partly by kind permission of cooperation partners and others. Using or reproducing is allowed only with permission.
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