pmi_total collaboration management_sarma
TRANSCRIPT
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Facing the Challenges of Industry 4.0Moving from Project & Portfolio Management to
TOTAL COLLABORATION MANAGEMENT
By
HARIDOSS SARMA, Ph.D., IEEE Senior Member
GO 2 SCOUT 4 R&T
07 March, 2016
PMI - Lakeshore
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Presentation Outline
• Introduction
• Industry 4.0
• Why Collaboration matters?
• Total Collaboration Management Framework• Behaviour Model
• Business Model
• ISO 11000 Framework
• Quality and Impact
• Q&A
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Industry 4.0
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“Real-time analysis of streaming data that works for social networks and media providers can work for large machinery sensors,” Harel Kodesh, VP of Predix and CTO of GE Digital
Digitization of Manufacturing
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Industry 4.0 – Platform Architecture
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Human-Human-Machine Interactions
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COOLaboration™TOTAL COLLABORATION MANAGEMENT
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Results
Project’n’
Project1Project2
Inability to adapt to change
Poor communication
Conflict in priorities & politics
Insufficient qualified resources
Lack of a process to intervene
57%
25%
12%
6%
Success
Recovery
Failure
Terminated
$ 74 million at risk
$ 200 million
per firm
ROOT
CAUSE
20,821 projects closed by 134 organizations155 projects per firmSource: Strategies for Project RecoveryA PM Solutions Research Report, 2011
Project Management
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70%Failure Rate in Change Efforts R
OOT
CAUSE
Communication
Stakeholder Management
Change Management
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New Product Planning
Continuous Improvement
Only ~49%
achieve success
Only ~35%
support initiatives
Making Innovation Profitable Making Change
happen
CollaborationDesign,
Manufacturing,Supplier-Customer
Source: Tooling U-SME Manufacturing Insights Report: Winning Practices of World-Class Companies, The MPI Group, Aug 2014
Innovation Management
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ROI in Collaboration
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Total Collaboration Management Framework
PerformanceTransformational - Learning - Value
ProcessNimble – Flexible
–Boundary Awareness
PeopleIndividual-Professional-Collaborator
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Terms
• Collaboration: “A process in which autonomous actors interact through formal and informal negotiations, jointly creating rules and structures governing their relationships and ways to act and decide on the issue that brought them together; a process involving shared norms and mutual beneficial interactions” [1]; a process that is “peer and purpose-driven” rather than “administrative governance driven”
• Collaboration Capacity: Organization’s orientation and infrastructure for collaboration
• Collaboration Resources: Shared expertise and network-benefits together with the actual human resource
• Collaboration Quality: “The totality of characteristics of an entity that bear upon its ability to satisfy stated and implied needs” [2] – Capacity x Resources
• Minimum Viable Transformation (MVT): Collaboration outcome supporting validated learning, rapid intervention and frugal efforts enabling transformation at scale to satisfaction and benefits
• Total Collaboration Management (TCM): an approach based on the participation of all partners and aiming at long-term success through collaboration satisfaction and benefits to all stakeholders.
[1] Thomson Ann Marie, Thesis, 2001; [2] quality definition by ISO 9000 para 3.1.5
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Individual Behaviour
Position
Based
Motivation
Extrinsic and Intrinsic
Approach & Avoid
Cognitive
Org. Role Perspective
Culture of Openness &
Sharing
Professional Perspective
Inter-professional Competency
Individual Perspective
Individual CompetencyEmotions Based
Status, Rank, Autonomy, Fairness, Expectations…..
Cognitive and Neuro Dimensions of Individual Behaviour influencing Collaboration
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CVs and the leading technology dimensions Collaborator and the leading emotional style dimensions
Sensors, displays, on-board and off-board computing
Resilience (determines the recovery rate from adversity)
In-vehicle operating systems Outlook (determines the ability to sustain positive emotion)
Wireless and in-vehicle data communication Social intuition (determines the capacity to pick up social signals)
Machine learning Awareness (determines how the reactions are perceived)
Analytics and speech recognition Sensitivity to context (determines the strength of emotional response regulation)
Content management Attention (determines how sharp and clear is the focus)
Emotional Style Architecture in the “shoes of an autonomous connected vehicle (CV)”
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Adapted from Strategyzer.com
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Vision Outcome
MVT Risk
CONTEXT
Technical External
Social Internal
COMPLEXITY
Autonomy Procedures
Boundary
SpanHierarchy
COORDINATION
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Trust• Interdependence• Predictability• Extension of the boundary• Substitute (Agreement)
Reciprocity• Obligation• Demonstrate behaviour• Listen and Question• Time and Effort
Transparency• Observe-Understand-
Integrate shared information
• Track the impact of decision
Faith• Adherence to process
COLLECTIVE ACTIONS
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Communication
• Boundary Leadership• Feedback loops• Knowledge transfer
Conflict
• Accountability/priority outside collaboration• Organizational autonomy• Resolution strategies
Control
• Organizational• Shared• Monitored• Cognitive
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Strategic
• Awareness• Knowledge• Internal Assessment
Engagement
• Partner Selection• Working Together• Value
Management
• Staying Together• Exit Strategy
ISO 11000 Collaborative Business Relationship Management
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Adapted from Strategyzer.com
• Operational Awareness• Knowledge• Assessment• Working Together
• Staying Together• Value Creation
Can we grow together?
Assessing the problem against other boundaryresource needs
Collaboration Model Canvas and ISO 11000 Elements
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Collaboration Capacity
Collaboration Resources
Collaboration Quality
Collective Work
Determined by
Arrows indicate Learning and Contribution at different levels
Det
erm
ines
Key Performance
Factor
Key Success Factor
Key Performance
Indicator
Individual and Partners
Collaborative Effort
Business Impact
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Total Collaboration Management Impact
t = t build + t elapse + t activity
Resource = R (team) + R (experts) + R(org. network)
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RecommendationsTo the Leaders and Followers
• Transform to T - type resources
• Demonstrate Value to the Individual
• Focus on Collective Learning
• Treat Collaboration as a business by itself with a process to intervene
Collaboration starts in the dynamic space between partners
PI & PX
Key for Successful Collaboration in the Industry 4.0 Era