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Design Thinking for Program and Project Management

Design Thinking for Program and Project Management

George Anderson
4/5 ( ratings)
Read Download
Complexity, ambiguity, and time are the greatest enemies to solving hard problems. Chief among these problems today are the challenges organizations face when transforming their businesses and operations. Long-time business and technology transformation expert George Anderson contends that a broader human-centric leadership approach is overdue.

Complex problem-solving today requires arming both the problem solvers AND those who Lead and Manage the problem solvers with a tool bag of proven transformation-enabling Design Thinking techniques.

Anderson explores more than 70 of these techniques, aligned around the five phases of traditional Program and Project Management and applied through a unique five step Design Thinking model. In this way, Anderson sets the stage for improved time-to-value as he outlines Program and Project Management in the context of broadly understanding, deeply empathizing, defining, solutioning, and deploying and realizing value.

Design Thinking techniques applied in these pages include Adjacent Spaces, Aligning Strategy to Time Horizons, Empathy Maps, Inclusive and Silent Design methods, Edge Case Thinking, Story Telling, Modular Building, Premortems, Scaling techniques, Reverse Brainstorming, Testing to Learn, Simple Rules, Guiding Principles, and more. In Design Thinking for Program and Project Management, Anderson brings together insights and techniques gained from his own experience and that of his teams including the need for:

• Managing expectations. Leaders and users alike must understand that solving complex problems is about incrementally learning and improving on imperfect solutions over time.
• Big-picture understanding. Teams must understand and be able to describe a problem and its environment lest they solve the wrong one.
• User empathy. Teams must understand people and their problems before they can design potential solutions.
• Working through ambiguity. Problems require a willingness to wade through “learning and failing and learning again.”
• Building to Think mentality. Teams need permission, support, and encouragement to “build and try and do” on their journey to more deeply understanding and learning.
• Diversity by design. Teams must be diverse in thought, background, and experience lest they ideate and innovate poorly.
• Trust and cultural intelligence. Trying and doing, followed by failing and learning, takes courage. Teams that do not trust one another cannot do the hard work of transparent ideation or selfless collaboration; they will never, ever, be successful.
• Human-centric leadership. If governance, communications, and feedback are inadequate, or the team has been denied the necessary time, support, and tools for learning and iterating, the final products and transformational outcomes will also be inadequate.

This book is about Finishing what we Start and Delivering what we have Promised to our users and our stakeholders. Anderson concludes each chapter with content-specific Guiding Principles. And to reinforce learnings and apply key principles, a simple case study spans each chapter, complete with Questions and Answers. Finally, a robust Appendix of the more than 70 applied Design Thinking Techniques concludes the book.

Many really good books offer advice on project management, business innovation, and leadership, but Design Thinking for Program and Project Management is the first book to bring these areas together in a way that is unique yet understandable and actionable. For those seeking to realize the promises of transformation in the midst of complexity and ambiguity, this book provides a unique recipe for leading well, thinking differently, and delivering value with speed.
Pages
211
Format
Paperback
Release
October 29, 2019
ISBN 13
9781697414554

Design Thinking for Program and Project Management

George Anderson
4/5 ( ratings)
Read Download
Complexity, ambiguity, and time are the greatest enemies to solving hard problems. Chief among these problems today are the challenges organizations face when transforming their businesses and operations. Long-time business and technology transformation expert George Anderson contends that a broader human-centric leadership approach is overdue.

Complex problem-solving today requires arming both the problem solvers AND those who Lead and Manage the problem solvers with a tool bag of proven transformation-enabling Design Thinking techniques.

Anderson explores more than 70 of these techniques, aligned around the five phases of traditional Program and Project Management and applied through a unique five step Design Thinking model. In this way, Anderson sets the stage for improved time-to-value as he outlines Program and Project Management in the context of broadly understanding, deeply empathizing, defining, solutioning, and deploying and realizing value.

Design Thinking techniques applied in these pages include Adjacent Spaces, Aligning Strategy to Time Horizons, Empathy Maps, Inclusive and Silent Design methods, Edge Case Thinking, Story Telling, Modular Building, Premortems, Scaling techniques, Reverse Brainstorming, Testing to Learn, Simple Rules, Guiding Principles, and more. In Design Thinking for Program and Project Management, Anderson brings together insights and techniques gained from his own experience and that of his teams including the need for:

• Managing expectations. Leaders and users alike must understand that solving complex problems is about incrementally learning and improving on imperfect solutions over time.
• Big-picture understanding. Teams must understand and be able to describe a problem and its environment lest they solve the wrong one.
• User empathy. Teams must understand people and their problems before they can design potential solutions.
• Working through ambiguity. Problems require a willingness to wade through “learning and failing and learning again.”
• Building to Think mentality. Teams need permission, support, and encouragement to “build and try and do” on their journey to more deeply understanding and learning.
• Diversity by design. Teams must be diverse in thought, background, and experience lest they ideate and innovate poorly.
• Trust and cultural intelligence. Trying and doing, followed by failing and learning, takes courage. Teams that do not trust one another cannot do the hard work of transparent ideation or selfless collaboration; they will never, ever, be successful.
• Human-centric leadership. If governance, communications, and feedback are inadequate, or the team has been denied the necessary time, support, and tools for learning and iterating, the final products and transformational outcomes will also be inadequate.

This book is about Finishing what we Start and Delivering what we have Promised to our users and our stakeholders. Anderson concludes each chapter with content-specific Guiding Principles. And to reinforce learnings and apply key principles, a simple case study spans each chapter, complete with Questions and Answers. Finally, a robust Appendix of the more than 70 applied Design Thinking Techniques concludes the book.

Many really good books offer advice on project management, business innovation, and leadership, but Design Thinking for Program and Project Management is the first book to bring these areas together in a way that is unique yet understandable and actionable. For those seeking to realize the promises of transformation in the midst of complexity and ambiguity, this book provides a unique recipe for leading well, thinking differently, and delivering value with speed.
Pages
211
Format
Paperback
Release
October 29, 2019
ISBN 13
9781697414554

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