We are all revolutionaries now – how to succeed in a project drive
Today, we hear from Antonio Nieto-Rodriguez on How to succeed in a project-driven world and how his book, The Project Revolution, can help.
The emergence of projects as the economic engine of our times is silent but incredibly disruptive and powerful. And this massive disruption is only impacting the way organizations are managed. Every aspect of our lives is becoming a set of projects. The main implications, which I will cover in this book are as follows:
For centuries, learning was achieved by memorizing hefty books and mountains of written material. Today, the leading educational systems. starting from early ages, apply the concept of teaching projects. Applying theories and experimenting through projects has proven to be a much better learning method, and soon it will become the norm./ What are the implications of this for how we are taught and the organizations that provide education?
Not so long ago, professional careers were made in only one organization. Throughout the 20th century, most people worked for a single company. Today we are likely to work for several companies, and at some point we will most probably become self-employed, working primarily on projects. This sort of career is best approached as a set of projects in which we apply the lessons we have learned from previous jobs, companies and industries while developing ourselves for our next career move, often not known in advance. What does the project career mean for employers and employees?
3. Corporate governance
Boards play a critical role in value creation and long-term organizational success. In the current turbulent times, providing direction and prioritizing initiatives have become essential competencies for boards. When organizations execute too many strategic projects without clear prioritization from the top, they will be spread too thinly: teams will fight for resources, commitments to contribute to certain projects will not be respected, and most projects will fail to meet their initial cost, time and benefit estimates. Conversely, ignorance of the accountability duties by directors in these matters is a weakness in corporations, destroying a vast amount of value and often bringing corporations to the verge of collapse. How will our organizations be restructured and governed to maximize the value creation and impact of projects?
The current crisis that we are seeing in political systems around the world has lead academics and others to propose new ways of governing countries. One of the most revolutionary experiments was carried out in Ireland. The Convention on the Constitution, established by the Irish government in 2012, addressed a number of potential constitutional reforms, including whether to change the electoral system or to reform the parliament. The novelty was that each topic was being tackled through a project. One-third of the convention’s membership consisted of members of the Irish parliament, and two-thirds were made up of ordinary citizens who were selected at random from the Irish population and worked on the project in a limited time frame. How will democracy be reshaped and revitalized by projects?
5. Economic theory and prosperity indicators
Progress has traditionally been measured based on purchasing power or per capita income. But what really marks progress is something else in the background: throughout history, both societies and individuals have gained a greater capacity to carry out projects. That could be a more suitable indicator of economic and social power. What kinds of new project-related indicators should economists introduce to measure effective progress and prosperity?
My prediction is that by 2025, regardless of the industry or sector, senior leaders and managers will spend at least 60% of their time selecting, prioritizing and driving the execution of projects. we will all become project leaders – despite never having been trained to be so!
In this new landscape, projects are becoming an essential model to deliver change and create value. In Germany, for example, approximately 40% of the turnover and the activities of German companies are performed as projects. This is only going to increase. In fact, similar percentages can be found in most Western economies. The figures are even higher in China and some of the other leading Asian economies, where project-based work has been an essential element in their economic emergence. The so-called gig economy is driven by projects. make no mistake, we are witnessing the rise of the project economy.
And the good news is that project-based work is human-centric. My belief is that project-based work will increase the focus on people. Projects cannot be carried out by machines;l they need humans to do the work. Humans must gather together around the purpose of the project, dividing up the work, bonding, interacting and addressing emotional aspects to create a high-performing team. Technology will, of course, play a role in projects. It will improveÂ the selection of projects and increase the chances of success. But technology will be led by people, not robots. It will be led by people like you.
The Project Canvas
One of the main purposes of this book is to provide you with an easy-to-apply framework to help you succeed in this new project-driven world. After studying hundreds of successful and failed projects ranging from small individual ones (such as refurbishing a house) to the transformation of Rwanda after the 1994 genocide, I have developed a simple tool – The Project Canvas – that can be applied by any individual, team, organization, or country. The framework, which covers the basic principles and fundamentals of projects that everyone should know, is practical and easy to implement. It is a proven tool that will assist you in leading projects more successfully and in making your dreams a reality.
The Project Canvas is composed of four major domains that are broken down into 14 dimensions:
- Why: the rationale and expected benefits, as well as the purpose and passion for launching and implementing the project successfully
- Who: the accountability and the governance that will ensure the project is resourced and delivered
- What, How and When: the hard aspects of projects (definition, design, plans, milestones, cost, risk, procurement) as well as the soft aspects (motivation, skills, stakeholders, change management, communication)
- Where: the organization, the culture, the priorities and the context (internal and external) in which the project is being carried out.
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