Transcript Bild 1 - Paraplyprojektet

A New Approach to
Programme and Project
Management:
A Short Comment
Per-Erik Ellström
Linköping University
www.liu.se/helix
The Main Message
Part I
Planning driven models of project
management don’t do the job, that is,
to create long term impact and
sustainable change
Planning Driven Models
Have too strong a focus on:
•goals, plans and activities, rather than on long
term impact of the project or programme –
intentions rather than effects
•summative evaluation based on the three C
model (control groups, counterfactual analysis
and cost-benefit analysis)
Too much confidence in
one-way communication
(“the Magic Bullet Principle”)
Information/dissemination of
project results
Sustainable change
= changes in people’s
attitudes, thoughts and actions
Together with a strong focus on
a logic of production
The Logic of Development:
•reflection, alternative thinking, experimentation, risk taking;
•tolerance of ambiguity, variation, and mistakes;
•critical analysis;
•developmental (creative) learning
The Logic of Production:
•high demands on efficiency;
•problem-solving through avoidance or the application of
given rules or instructions
•a focus on consensus, and stability – low tolerance of variation
•adaptive learning
The Main Message
Part II
Sustainable change and development is to a
large extent a matter of:
•Developmental (creative) learning
•Driven by on-going evaluation
Ongoing Evaluation
(or Learning Evaluation)
• is a formative rather than a summative form of evaluation
• with a steering and control function based on continuous
feedback to the actors
• a “disturbance function” that invites us to stop and reflect
on what we are doing, why and with what consequences,
i.e. to trigger developmental learning
• and a function to support continuous learning integrated
with the project/programme
Learning Through Ongoing Evaluation:
The Three S Model
Steering/control
Stirring up
Supporting
A Model of Ongoing Evaluation
Theories and
concepts
Data collection
and analysis
Problems/
issues
Research/Evaluation
Conceptualisation
and interpretation
of the evaluation
object
Project/Programme
Problems/
issues
Project Activities
Program Theories
Knowledge Creation for
Sustainable Change
• A multi-disciplinary research programme
• A partnership between research,
companies, public sector and labour
market organizations
• An interactive research approach
The HELIX Partnership
Research and Higher Education
Companies
Linköping University, Four Departments:
Behavioural Sciences and Learning (IBL)
Management and Engineering (IEI)
Medicine and Health Sciences (IMH)
Studies of Social Change and Culture
(ISAK)
SAAB Inc,
Siemens Industrial Turbomachinery Inc,
Toyota/BT Products Inc,
Rimaster Inc,
Industrial Competence Inc,
IDC Östergötland Inc (“Industrial
Development Centre”)
Public Sector Organizations
Labor Market Organizations
The Regional Development Council of
Östergötland (Östsam)
The National Insurance Office
The County Council of Östergötland
Four Municipalities: Finspång, Linköping,
Mjölby & Norrköping
IF Metall (“Swedish Metal and Industrial
Workers’ Union”)
The Swedish Municipal Workers´ Union
UNIONEN (“A Swedish White-Collar Union”)
TRR Outplacement (“Trygghetsrådet”)
The House of Helix
Knowledge for
Sustainable Change
Pr
oduction &
Or
ganization
D
evelopment
Health,
Le
arning for
Ch
mpetence
In
d
ange and
novation
N
Co
ew Forms
an
of
Organization
Entrepreneursh
ip and
In
novation
W
ork Ability
Mobility
Multi-Disciplinarity
Interactive Research
Partnership
Mechanisms for Sustainable Change
and Development
Active ownership of
projects/programmes
Sustaiable
change
Collaboration
Developmental
learning
A Planning-Driven Model of
Project Management
Problem Analysis
Goals
Alternative
Measures/Solutions
Choice of ”best”
solution
Implementation
Evaluation
Planning driven models have
difficulties to handle uncertainty
Goals:
Clear &
measurable
Means/Methods,
Knowledge Base
”Given”,
clear
alternatives
No ”given”
alternatives,
uncertainty,
openness
Unclear/
Difficult to measure
Too much confidence in
the three C approach to evaluation
• Control groups
• Counterfactual analysis
• Cost benefit analysis
Four Types of Learning
Types of Learning
Aspects of
the Learning
Situation
(1)
(2)
(3)
(4)
Adaptive
Learning
Productive
Learning I
Productive
Learning II
Developmental
Learning
Task
Given
Given
Given
Not given
Method
Given
Given
Not given
Not given
Result
Given
Not given
Not given
Not given
The Main Message
• Planning driven models of project management don’t do the job.
To plan and implement activities in order to reach short-term
results is often not a problem – the real problem is to create
long term impact and sustainable change
• The predominating project logic has its focus on goals, plans
and activities, rather than on the long term impact of the project
or programme. Thus, a focus on intentions and plans rather
than on effects
• Sustainable change and development presupposes a balance
between a project logic based on planning, steering and control
and a learning driven project logic based on ongoing evaluation.
Några reflektioner och frågor
1.Urvalet av projekt framstår som avgörande för att stärka
hållbarheten. Bör man gå längre vad gäller att utforma urvalet som
en dialogbaserad lärandeprocess? Hur kan detta i så fall göras?
2.Bör ”ribban” höjas för att erhålla projektstöd – t.ex. vad gäller
kriterier kopplat till organisering för hållbarhet och strategisk
påverkan?
3.Partnerskapens roll i urvalsprocessen – är de tillräckligt aktiva?
4.Var finns företag och näringsliv i processen? Är det önskvärt att ge
företag och näringsliv en tydligare roll? Hur kan detta i så fall
uppnås?