Leadership, for me, is a Science, a discipline that involves a much broader superset beyond technology. It includes not just project management and public speaking, but also Psychology, Philosophy, and not to forget the technology itself.
leadership.qubitpi.org serves as my continuing effort that expand the boundary of my limit on being a leader
Leadership, for me, is a Science, a discipline that involves a much broader superset beyond technology. It includes not just project management and public speaking, but also Psychology, Philosophy, and not to forget the technology itself.
leadership.qubitpi.org serves as my continuing effort that expand the boundary of my limit on being a leader
Project management is the process of supervising the work of a team to achieve all project goals within the given constraints1. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet predefined objectives.
A project is a temporary and unique endeavor designed to produce a product, service or result with a defined beginning and end (usually time-constrained, often constrained by funding or staffing) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.2 The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent or semi-permanent functional activities to produce products or services.
TIP
- “Temporary” means that the project has an end date. “Unique” means that the project’s end result is different from the results of other functions of the organization1
- This “temporary” nature contrasts with the idea of Infinite Game
- But since an infinite-game must be conducted by every concrete steps, we can consider an instance of project management an atomic unity of such step; just as how the book of Infinite Game stats:
Idealistic - big, bold and ultimately unachievable3
When the signers of the Declaration of Independence affirmed that all men “are created equal” and “endowed … with certain unalienable Rights,” they were referring primarily to white, Anglo-Saxon, Protestant men. Almost immediately, however, there were efforts to advance a more expansive and inclusive understanding of the ideal. During the Revolutionary War, for example, George Washington forbade anti-Catholic organizing in his armies and regularly attended Catholic services to model the behavior he expected of his men. Nearly a hundred years later, the Civil War brought about an end to slavery, and soon after that the Fourteenth Amendment granted citizenship and equal rights to African Americans and former slaves. The women’s suffrage movement took another step toward America’s Just Cause when it gained the vote for women in 1920. The Civil Rights Act of 1964 and the Voting Rights Act of 1965, which protected African Americans and others from discrimination, were two more steps. The nation took yet another step in 2015 with the Supreme Court decision in Obergefell v. Hodges, which extended the protections guaranteed by the Fourteenth Amendment to gay marriage.
…
Indeed, the abolition of slavery, women’s suffrage, the Civil Rights Act and gay rights are some of the big steps the nation has taken to realize its Cause. And though each of those movements, infinite in their own right, are still far from complete, they still represent clear steps along the nation’s march toward the ideals enshrined in the Declaration of Independence. It is important to celebrate our victories, but we cannot linger on them. For the Infinite Game is still going and there is still much work to be done. Those victories must serve as milestones of our progress toward an idealized future. They give us a glimpse of what our idealized future can look like and serve as an inspiration to keep moving forward.
This is what the idealized journey of a Just Cause feels like - no matter how much we have achieved, we always feel we have further to go. Think of a Just Cause like an iceberg. All we ever see is the tip of that iceberg, the things we have already accomplished. In an organization, it is often the founders and early contributors who have the clearest vision of the unknown future, of what, to everyone else, remains unseen. The clearer the words of the Just Cause, the more likely they will attract and invite the innovators and early adopters, those willing to take the first risks to advance something that exists almost entirely in their imaginations. With each success, a little more of the iceberg is revealed to others; the vision becomes more visible to others. And when others can see a vision become something real, skeptics become believers and even more people feel inspired by the possibility and willingly commit their time and energy, ideas and talents to help advance the Cause further. But no matter how much of the iceberg we can see, our leaders have the responsibility to remind us that the vast majority still lies unexplored. For no matter how much success we may enjoy, the Just Cause for which we are working lies ahead and not behind.
For this, we must define the end of a project as the start of the next continuing effort and make sure each managed project contributed to the infinite game of an organization
In addition, a project must support the higher vision of the organization and the project manager must understand why the project is being created and what ist purpose in the organization1. Specifically, the larger entities, organizations, companies, or communities wil have direct influence over the project itself illustrated below:
- Why is the project important to our organization?
- What is the project purpose?
- How can the work be accomplished?
Until 1900, civil engineering projects were generally managed by creative architects, engineers, and master builders themselves. In the 1950s, organizations started to apply project-management tools and techniques more systematically to complex engineering projects.
NOTEProject management is not needed for simple project
As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity.
The 1950s marked the beginning of the modern project management era
When we look at marketing, sales, manufacturing, and so on. These activities are day-to-day works that goes on in an organization. They are already on the track of “infinite-game”. They are operations, not projects. The sign of a project, however, is that it has an end date and is unique from these activities. Some examples of projects include
The end results of projects can result in endless operations
Defining a Project
- A project is all about initiatives or changes
- A project is a temporary endeavor undertaken to create a unique product or service.
- A project eventually ends
All projects begin as a concept, progress through iterative implementation, and completes by fulfilling the initial need.
Organizations fall into one of three models:
Project management is the supervision and control of the work required to complete the project vision and is comprised of 9 knowledge areas:
It is important to keep in mind that those 9 are not separate but are disolved into the 5 PM processes
Initiating
Planning
Executing & Controlling: Overseeing the implementation of project team and reporting progress to the stakeholders
Knowing Stakeholders
- Every stakeholder expects differently so it’s crucial to know each one of them and their requests
- Project manager must be able to meet the customer’s expectation first and then manage expectations from multiple stakeholders at the same time
Closing
Break projects into phases, each of which comes with a deliverable (or milestone) at the end
Verify each deliverable before continuing into the next phase:
Organizations are structured into one of 6 models. Project management in them are very different:
Functional Organizations (Classical): Functional organizations do complete projects, but these projects are specific to the function of the department the project falls into. For example, the TI Department could implement new software for the Finance Department. The role of the TI Department is separate from the Finance Department, but the coordination between the two functional departments would be evident. Communication between departments flows through functional managers down to the project team. Figure 2-4 depicts the relationship between business departments and the flow of communication between projects and departments. Project managers in functional organizations have the following attributes:
Phillips, Joseph (2004). PMP Project Management Professional Study Guide. McGraw-Hill/Osborne. p. 354. ISBN 0072230622. ↩ ↩2 ↩3
Nokes, Sebastian; Kelly, Sean (2007). The Definitive Guide to Project Management: The Fast Track to Getting the Job Done on Time and on Budget. Pearson Education. Prentice Hall Financial Times. ISBN 9780273710974. ↩
Sinek, Simon (2019). The Infinite Game. Portfolio/Penguin. ISBN 9780735213500. ↩
Project management is the process of supervising the work of a team to achieve all project goals within the given constraints1. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet predefined objectives.
A project is a temporary and unique endeavor designed to produce a product, service or result with a defined beginning and end (usually time-constrained, often constrained by funding or staffing) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value.2 The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent or semi-permanent functional activities to produce products or services.
TIP
- “Temporary” means that the project has an end date. “Unique” means that the project’s end result is different from the results of other functions of the organization1
- This “temporary” nature contrasts with the idea of Infinite Game
- But since an infinite-game must be conducted by every concrete steps, we can consider an instance of project management an atomic unity of such step; just as how the book of Infinite Game stats:
Idealistic - big, bold and ultimately unachievable3
When the signers of the Declaration of Independence affirmed that all men “are created equal” and “endowed … with certain unalienable Rights,” they were referring primarily to white, Anglo-Saxon, Protestant men. Almost immediately, however, there were efforts to advance a more expansive and inclusive understanding of the ideal. During the Revolutionary War, for example, George Washington forbade anti-Catholic organizing in his armies and regularly attended Catholic services to model the behavior he expected of his men. Nearly a hundred years later, the Civil War brought about an end to slavery, and soon after that the Fourteenth Amendment granted citizenship and equal rights to African Americans and former slaves. The women’s suffrage movement took another step toward America’s Just Cause when it gained the vote for women in 1920. The Civil Rights Act of 1964 and the Voting Rights Act of 1965, which protected African Americans and others from discrimination, were two more steps. The nation took yet another step in 2015 with the Supreme Court decision in Obergefell v. Hodges, which extended the protections guaranteed by the Fourteenth Amendment to gay marriage.
…
Indeed, the abolition of slavery, women’s suffrage, the Civil Rights Act and gay rights are some of the big steps the nation has taken to realize its Cause. And though each of those movements, infinite in their own right, are still far from complete, they still represent clear steps along the nation’s march toward the ideals enshrined in the Declaration of Independence. It is important to celebrate our victories, but we cannot linger on them. For the Infinite Game is still going and there is still much work to be done. Those victories must serve as milestones of our progress toward an idealized future. They give us a glimpse of what our idealized future can look like and serve as an inspiration to keep moving forward.
This is what the idealized journey of a Just Cause feels like - no matter how much we have achieved, we always feel we have further to go. Think of a Just Cause like an iceberg. All we ever see is the tip of that iceberg, the things we have already accomplished. In an organization, it is often the founders and early contributors who have the clearest vision of the unknown future, of what, to everyone else, remains unseen. The clearer the words of the Just Cause, the more likely they will attract and invite the innovators and early adopters, those willing to take the first risks to advance something that exists almost entirely in their imaginations. With each success, a little more of the iceberg is revealed to others; the vision becomes more visible to others. And when others can see a vision become something real, skeptics become believers and even more people feel inspired by the possibility and willingly commit their time and energy, ideas and talents to help advance the Cause further. But no matter how much of the iceberg we can see, our leaders have the responsibility to remind us that the vast majority still lies unexplored. For no matter how much success we may enjoy, the Just Cause for which we are working lies ahead and not behind.
For this, we must define the end of a project as the start of the next continuing effort and make sure each managed project contributed to the infinite game of an organization
In addition, a project must support the higher vision of the organization and the project manager must understand why the project is being created and what ist purpose in the organization1. Specifically, the larger entities, organizations, companies, or communities wil have direct influence over the project itself illustrated below:
- Why is the project important to our organization?
- What is the project purpose?
- How can the work be accomplished?
Until 1900, civil engineering projects were generally managed by creative architects, engineers, and master builders themselves. In the 1950s, organizations started to apply project-management tools and techniques more systematically to complex engineering projects.
NOTEProject management is not needed for simple project
As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy defense activity.
The 1950s marked the beginning of the modern project management era
When we look at marketing, sales, manufacturing, and so on. These activities are day-to-day works that goes on in an organization. They are already on the track of “infinite-game”. They are operations, not projects. The sign of a project, however, is that it has an end date and is unique from these activities. Some examples of projects include
The end results of projects can result in endless operations
Defining a Project
- A project is all about initiatives or changes
- A project is a temporary endeavor undertaken to create a unique product or service.
- A project eventually ends
All projects begin as a concept, progress through iterative implementation, and completes by fulfilling the initial need.
Organizations fall into one of three models:
Project management is the supervision and control of the work required to complete the project vision and is comprised of 9 knowledge areas:
It is important to keep in mind that those 9 are not separate but are disolved into the 5 PM processes
Initiating
Planning
Executing & Controlling: Overseeing the implementation of project team and reporting progress to the stakeholders
Knowing Stakeholders
- Every stakeholder expects differently so it’s crucial to know each one of them and their requests
- Project manager must be able to meet the customer’s expectation first and then manage expectations from multiple stakeholders at the same time
Closing
Break projects into phases, each of which comes with a deliverable (or milestone) at the end
Verify each deliverable before continuing into the next phase:
Organizations are structured into one of 6 models. Project management in them are very different:
Functional Organizations (Classical): Functional organizations do complete projects, but these projects are specific to the function of the department the project falls into. For example, the TI Department could implement new software for the Finance Department. The role of the TI Department is separate from the Finance Department, but the coordination between the two functional departments would be evident. Communication between departments flows through functional managers down to the project team. Figure 2-4 depicts the relationship between business departments and the flow of communication between projects and departments. Project managers in functional organizations have the following attributes:
CAUTIONThis organizing of specialization by departments leads to operational efficiency, where employees become specialists within their own realm of expertise.
Such organization also has the downside of rigid, slow, and inflexible communication and execution
A functional organization is best suited as a producer of standardized goods and services at large volume and low cost.
Matrix Structures: The matrix structure is a mix of functional and decentralized forms in order to remedy the weakness of the former. An example would be a company that produces 2 products, “product A” and “product B”. Using the matrix structure, this company would organize functions within the company as follows: “product A” sales department, “product A” customer service department, “product A” accounting, “product B” sales department, “product B” customer service department, “product B” accounting department.
Phillips, Joseph (2004). PMP Project Management Professional Study Guide. McGraw-Hill/Osborne. p. 354. ISBN 0072230622. ↩ ↩2 ↩3
Nokes, Sebastian; Kelly, Sean (2007). The Definitive Guide to Project Management: The Fast Track to Getting the Job Done on Time and on Budget. Pearson Education. Prentice Hall Financial Times. ISBN 9780273710974. ↩
Sinek, Simon (2019). The Infinite Game. Portfolio/Penguin. ISBN 9780735213500. ↩
