Stealing Project Management Lessons from Artificial Intelligence
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Transcript of Stealing Project Management Lessons from Artificial Intelligence
Meri Williams, ChromeRose @Geek_Manager
STEALING PM LESSONS FROM ARTIFICIAL INTELLIGENCE
Digital Project Management Summit Aus>n, October 2014
Meri Williams, ChromeRose @Geek_Manager
hEp://www.flickr.com/photos/kodomut/3667608102/
Meri Williams, ChromeRose @Geek_Manager
Ar>ficial Intelligence
Project Management
MY RESEARCH
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
hEps://www.flickr.com/photos/tbisaacs/4083598572/
Meri Williams, ChromeRose @Geek_Manager
TRADITIONAL PROJECT MANAGEMENT OFTEN SEEMS OF THE OPINION THAT
THE PROCESS IS SOUND AND ADHERENCE IS THE PROBLEM
Meri Williams, ChromeRose @Geek_Manager
hEps://www.flickr.com/photos/imagesbywesVall/3658162161/
Meri Williams, ChromeRose @Geek_Manager
ROBOTS/AGENTS HAVE NO PROBLEMS BEING PATIENT, LOGICAL OR RATIONAL, AND CAN WORK 24/7/365… … BUT IT STILL DIDN’T WORK
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
1) AUTONOMY (AGENTS) 2) MASTERY (MACHINE LEARNING) 3) RE-‐CREATION (MACHINE INTELLIGENCE)
Meri Williams, ChromeRose @Geek_Manager
FIRST LET’S LOOK AT AUTONOMY AND AGENTS
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
ENABLING AGENTS TO MAKE DECISIONS AND ACT INDEPENDENTLY BUT ALWAYS TOWARDS A COMMON
GOAL LEADS TO COMPLEX, SUCCESSFUL ACTION
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
FOCUS ON THE WHY (THE GOAL) AND ENABLE THE WHAT AND THE HOW TO BE DEFINED BY THOSE DOING THE WORK, AS MUCH AS POSSIBLE
Meri Williams, ChromeRose @Geek_Manager
THIS IS WHY I LOVE USER STORIES
As a <type of user>, I want to <do something>, So that <some value is created>. (should fit on a post-‐it)
hEps://www.flickr.com/photos/psd/8591351239/
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Skills/Knowledge
Direction
Know what to do, don’t have all the skills to do it
Know what to do and equipped to
do it
Got skills, need direction
Huh? Where are we? What are we
doing?
CLUE / SKILLS MATRIX
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
hEp://www.flickr.com/photos/8250578@N06/8625641442/
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
hEp://www.flickr.com/photos/provoost/2246718091/
Meri Williams, ChromeRose @Geek_Manager
hEps://www.flickr.com/photos/wonderlane/37531816/
Meri Williams, ChromeRose @Geek_Manager
HUMAN SKILL DEVELOPMENT UnconsciousIncompetent
ConsciousIncompetent
ConsciousCompetent
UnconsciousCompetent
Meri Williams, ChromeRose @Geek_Manager
HOW DO MACHINES LEARN?
MASTERY & MACHINE INTELLIGENCE
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
MACHINE LEARNING IS FASCINATING
• Supervised (teacher-‐student model)
• Unsupervised (learn-‐from-‐data model)
• Reinforcement (learn-‐by-‐doing model)
• Developmental (learn-‐enough-‐to-‐set-‐ up-‐more-‐learning-‐for-‐yourself model)
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
WE’RE GOOD AT WHAT WE PRACTISE, PROVIDING WE CAN LEARN FROM IT
Meri Williams, ChromeRose @Geek_Manager
DELIBERATE PRACTICE • You must be mo[vated to aEend to the task and exert effort to improve
your performance.
• The design of the task should take into account your pre-‐exis[ng knowledge so that the task can be correctly understood a`er a brief period of instruc>on.
• You should receive immediate informa[ve feedback and knowledge of results of your performance.
• You should repeatedly perform the same or similar tasks.
Meri Williams, ChromeRose @Geek_Manager
MODELS OF DELIBERATE PRACTICE • Sports Model – analogous to condi>oning
• Chess Model – what did the grand master do?
• Music Model – chunking & mental rehearsal
Meri Williams, ChromeRose @Geek_Manager
IS THE WORK DESIGNED IN A WAY THAT MAKES IT EFFECTIVE DELIBERATE PRACTICE?
Meri Williams, ChromeRose @Geek_Manager
hEps://www.flickr.com/photos/psd/8451589322/
Meri Williams, ChromeRose @Geek_Manager
hEps://www.flickr.com/photos/psd/8002453131
Meri Williams, ChromeRose @Geek_Manager
AS AN ASIDE…
DO RETROSPECTIVES DURING PROJECTS RATHER THAN POST MORTEMS AFTER
FOR A POST MORTEM,
FIRST SOMETHING HAS TO DIE
Meri Williams, ChromeRose @Geek_Manager
3) RE-‐CREATION (MACHINE INTELLIGENCE)
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
Across industries, across countries, the
best performing teams answer certain
ques>ons posi>vely
Meri Williams, ChromeRose @Geek_Manager
Predictors of High Performance 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recogni>on or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is important? 9. Are my co-‐workers commiEed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my development? 12. At work, have I had opportuni>es to learn and grow?
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
UNDERSTAND MOTIVATION • Purpose • Autonomy • Mastery
Meri Williams, ChromeRose @Geek_Manager
MOTIVATION = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) -‐ ANY NEGATIVE FACTORS THAT DETRACT
Meri Williams, ChromeRose @Geek_Manager
Predictors of High Performance (remix) PURPOSE • Does the mission/purpose of
my company make me feel like my work is important?
AUTONOMY • Do I know what is expected of
me at work? • At work, do my opinions
seem to count?
MASTERY • Do I have the materials & equipment I need to do my
work right? • At work, do I have the opportunity to do what I do
best every day? • Is there someone at work who cares about my
development? • Are my co-‐workers commiEed to doing quality work? • In the last 6 months, have I talked with someone
about my development? • At work, have I had opportuni>es to learn and grow?
Meri Williams, ChromeRose @Geek_Manager
And What Else? OTHER FACTORS: • In the last 7 days, have I received recogni>on or praise for good work? • Does my supervisor, or someone at work, seem to care about me as a person? • Do I have a best friend at work?
ESSENTIALLY, AM I RESPECTED & REWARDED HERE? CAN I BE MYSELF AND SUCCEED HERE? I CALL THIS INCLUSION.
Meri Williams, ChromeRose @Geek_Manager
The Most Important Ques>on Best predictor of recruitment AND reten>on? Someone’s ability to agree with:
“Someone like me can be successful here”
Meri Williams, ChromeRose @Geek_Manager
CREATE SPACE FOR YOUR TEAM TO BE THE BEST THEY CAN BE
Your job as a project manager…
Meri Williams, ChromeRose @Geek_Manager
As a PM, Ask Yourself • Do my team know WHY we are doing this? • Do my team get a say in the WHAT? In
doing the right thing? • Do my team get opportuni>es to do the
thing right? And to get beEer at the HOW? • Do we do a good job of making all our
different people feel included & like they BELONG HERE?
(PURPOSE) (AUTONOMY) (MASTERY) (INCLUSION)
Meri Williams, ChromeRose @Geek_Manager
SPACE TO BE AWESOME = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) + INCLUSION (Do I BELONG HERE?) -‐ ANY NEGATIVE FACTORS THAT DETRACT
Meri Williams, ChromeRose @Geek_Manager
TO RECAP: KEY LESSONS WE CAN STEAL FROM AI AND USE IN PM
Meri Williams, ChromeRose @Geek_Manager
KEY LESSONS 1. Autonomy maEers (because change happens) 2. Communicate purpose & goals (why & what) 3. Let individuals define the how (bonus: mo>va>on!) 4. Help design work as deliberate prac>ce 5. Help teams assess & improve as they go (retros > post
mortems) 6. Awesome = purpose + autonomy + mastery +
inclusion
Meri Williams, ChromeRose @Geek_Manager
hEps://www.flickr.com/photos/colmsurf/144455160/
YOU CAN’T HOLD BACK THE OCEAN, BUT YOU CAN LEARN TO SURF
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
EVERY ROLE IS
CAPABLE OF VIRTUOSITY