Thursday, March 28, 2013

Power, Process, Project, People - Force Three

I will now continue with my series about Power, Process, Project and People. After touching Power and Process. The next thing I will now explore is Project and to once again repeat the definition of the Oxford Dictionaries: An individual or collaborative enterprise that is carefully planned to achieve a particular aim. There is plenty of material available in various forms defining and framing project management and project as such, but for the moment I stick to this very simple definition.

To change and move one organization from one state into another projects are the most common approach to achieve that transition. In most cases they have a more or less well defined goal which the project aims for. Each and every project is constrained by various aspects (the most famous representation of these constraints is the iron project triangle, which I might return to). Besides the positive effect of moving the organization any given project also carries some negative side effects, because the organizational change the projects cause are changing the basis for the people who are used to work in that context. Professional Change Management approaches try to cover up for that, but it is not always the most easy thing to be successful with.

So how do I utilize GLUE with respect to this? First of all I use the GLUE Divisions:

  1. Destinations looks at To-Be
  2. Discovery looks at the Transition between As-Is and To-Be
  3. Defence looks at As-Is
Then I use an adaption of Tom Graves SCAN Framework:
  1. EPIC SCAN for Defence
  2. WISE SCAN for Destination
  3. PACE SCAN for Discovery
And then I analyze the flow of information through the GLUE SPACE with a special focus on the information flow between the GLUE Divisions by adding the GLUE Disciplines and GLUE Decks.

Actually all information which is floating through the GLUE circulatory system belongs to at least one project with the aim to somehow transform the organization. Being a part of the project in one way or the other, somehow related to and working myself deeply inside some of them does to the trick. Getting engaged and walking the talking helps to secure that a given project is moving from As-Is to To-Be in the right speed. The closer I stay to the project the more easy I achieve the goal, but of course there is also ways in securing that others can fulfil the very same role. This is also achieved by transforming them via the GLUE Divisions from one architectural (mental) state to the other. And again the easiest and most successful way for me always was to walk the talk and lead by example and not by documents and orders.

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