Ideal-seeking Systems Modeling
When you are assigned to manage a global project, it might connect to any person or any organization in the world. Now what? How can you even get started? Such projects involve lots of things with lots of parts and relationships: software, hardware, supplies, and products. However, the things that are the most complex are the ones with language, money, and agendas: that is, people, clients, organizations, and sponsors. From the beginning, you are responsible for knowing the things are important to your project, especially the key stakeholders. Despite not being able to understand them all, you still need to explain things clearly, build teams, correct misunderstandings, and make good decisions, right from the start. How can you do this?
21st century project management gives a simple answer: systems modeling. To address the really complex things, those that can change their minds, the most recent versions of the PMBOK® emphasize ideal-seeking systems modeling. By this competency, in order to handle complexity, turbulence, and conflict, project managers engage stakeholders in the collaborative modeling of ideals pertinent to project governance and planning.
This course looks at that competency and at releveant project management work products, especially those the PMBOK® calls for early in projects. These are the times when global projects are the most challenging and when the manager has the most impact on the business performance of the project. It aims to help participants cooperate with stakeholders in the progressive development and use of the artefacts key to defining, engaging, and governing the project community. Important examples are the project charter, stakeholder register, stakeholder engagement plan, and communication plan.
Organizations in any economic sector with
- project and operations managers
- project sponsors, program and portfolio managers
- a PMO (Project Management Office)
- business trainers, facilitators coaches, instructors
- members taking PMP® exam Q1 2018 or later
- None required
- background with recent PMBOK® (v.4/5, 2008/13)
- experience as project manager, sponsor
6 hrs: 1 - 2 Sessions
Maximum: 12 Participants
- Provided: Workbook (c. 30 pages)
- Recommended (not provided): any recent PMBOK® (PMBOK® 6 ideally)
- Continued learning plan re PMBOK® 6
- customized during session
- by individual, team, organization
- Of Ideal-seeking Systems Theory and Applications
- Ideal-seeking Systems Concept Family
- Agile Manifesto and Practice
- Of Ideal-seeking Systems Influence on 21st Century PMBOK® Constructs
- Business Value
- Stakeholder Engagement
- Project Initiation
- Of Class Learning Activities and Tools
- Of Case Study
- Review collaborative systems models built by case project manager:
- Model of Performing Organization - PMBOK® Outputs: Project Business Case, Organizational Process Assets (OPA's), Enterprise Environmental Factors (EEF's)
- Model of Stakeholders - PMBOK® Outputs: Stakeholder Register, Stakeholder Engagement Assessment Matrix and Plan
- Model of Project Community - PMBOK® Outputs: Project Charter
- Model of Communication - PMBOK® Outputs: Communication Plan
- By collaborative systems practice, develop a project charter modeling the project community of a known key project by declaring concisely:
- Project Values
- Project Owners
- Project Customers
- Project Environment
- Project Lifecycle/Governance
- Project Team
Continued Learning Plan
All Cogent Language courses are built by a consistent design pattern. The pattern is project-based learning (PBL). As is "progressive elaboration" in project management, PBL is constructive, collaborative, cumulative, fast-paced, visual, and fit to participants. Here how it works in this course, Collaborative Systems Modeling.
Given case study information, participants role play a project manager using the collaborative systems practice of the PMBOK® to model a global project. Each participant then uses this practice to model performing organization, stakeholders, and project community of a known, key project.
During the case study, participants role play the case project manager as a team. In the capstone task, each participant conducts a walk-thru of the developed charter with one or more coworkers simulating project sponsor(s) or other stakeholders.
In this course, the main learning activities are not topics presented by the instructor - they are tasks participants do. Each task builds on previous tasks and topics. In the case study, participants incorporate the work of teammates. In the capstone task, individual participants develop a project charter incorporating prior modeling of stakeholders and business case.
In order to frame, address, and relate the topics in the ambitious agenda above, the course moves quickly. For follow up by individuals and/or teams, the workbook provides references to PMBOK® 6 and to ideal-seeking systems modeling resources.
Explanations and task work for the course are scaffolded by diagrams, tables, and other structural models in the class workbook and in the presentation of the instructor. Class assignments make extensive use of sketching and whiteboards.
For each group, the facilitator customizes agenda and interactions. As a capstone task, each participant selects a project that s/he considers important. She then models performing organization, stakeholders, and project community, assisted by coaching and group interaction. Group size is kept small so individuals can benefit from coaching. At the end of the course, each participant can develop a continued learning plan to bridge any gaps in her knowledge by way of a templates in the workbook, including references to specific sections of PMBOK® 6 and other sources of collaborative systems modeling competence.