http://13.50.150.85/index.php?action=history&feed=atom&title=Integrating_Mindfulness_in_Project_and_Program_ManagementIntegrating Mindfulness in Project and Program Management - Revision history2026-07-14T17:48:45ZRevision history for this page on the wikiMediaWiki 1.43.3http://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=60435&oldid=prevTkokotas at 13:00, 18 December 20182018-12-18T13:00:01Z<p></p>
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<tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;"></ins></div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Mindfulness''' is a state of consciousness in which attention is focused on present-moment phenomena occurring both externally and internally.<ref name=Dane2011> Dane E. 2011. Paying attention to mindfulness and its effects on task performance in the workplace. J. Manag. 37:997–1018</ref> This present-moment phenomena can also include embarking in creative imagination about the future, problem solving in the present or analysis of the past - as well as a discerning capacity of observing the present situation and context without falling into habitual tendencies or routines.<ref name=AttentionRevolution> B. Alan Wallace, "The Attention Revolution: Unlocking the Power of a focused Mind", 2006, Wisdom Publications,U.S. </ref> This targets a number of challenges for Project and Program managers in where, '''due to time pressure, uncertainty and personal cognitive biases, sub-optimal decisions are often made''' highly impacting the projects outcomes.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Mindfulness''' is a state of consciousness in which attention is focused on present-moment phenomena occurring both externally and internally.<ref name=Dane2011> Dane E. 2011. Paying attention to mindfulness and its effects on task performance in the workplace. J. Manag. 37:997–1018</ref> This present-moment phenomena can also include embarking in creative imagination about the future, problem solving in the present or analysis of the past - as well as a discerning capacity of observing the present situation and context without falling into habitual tendencies or routines.<ref name=AttentionRevolution> B. Alan Wallace, "The Attention Revolution: Unlocking the Power of a focused Mind", 2006, Wisdom Publications,U.S. </ref> This targets a number of challenges for Project and Program managers in where, '''due to time pressure, uncertainty and personal cognitive biases, sub-optimal decisions are often made''' highly impacting the projects outcomes.</div></td></tr>
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</table>Tkokotashttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32351&oldid=prevJCastro: /* The case for Mindfulness in Project and Program Management */2016-09-26T20:25:50Z<p><span class="autocomment">The case for Mindfulness in Project and Program Management</span></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Apart from all the objective metrics and targets used to measure project and program efficient delivery; '''the human aspect''', ranging from work satisfaction, social relations and individual well-being, is also a key factor that should be accounted for when considering the beneficial impacts of integrating mindfulness in Project Program and Portfolio Management. In short, even though there are positive outcomes in terms of organizational performance, a key point is that the benefits of fostering an environment with such <del style="font-weight: bold; text-decoration: none;">an ''ethos'' </del>will produce benefits for each individual that will never be captured in its entirety.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Apart from all the objective metrics and targets used to measure project and program efficient delivery; '''the human aspect''', ranging from work satisfaction, social relations and individual well-being, is also a key factor that should be accounted for when considering the beneficial impacts of integrating mindfulness in Project Program and Portfolio Management. In short, even though there are positive outcomes in terms of organizational performance, a key point is that the benefits of fostering an environment with such <ins style="font-weight: bold; text-decoration: none;">a mindset </ins>will produce benefits for each individual that will never be captured in its entirety.</div></td></tr>
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</table>JCastrohttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32058&oldid=prevJCastro: /* The case for Mindfulness in Project and Program Management */2016-09-26T19:33:09Z<p><span class="autocomment">The case for Mindfulness in Project and Program Management</span></p>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Of course there also are '''limitations''' to this approach, most of which have to do with the complexity of adapting some of the practices and principles to each particular environment. Furthermore, the breadth of this topic makes it difficult for researchers to come with validly and unequivocal findings about the benefits of such practices, and connecting it directly to outcomes. Finally, these practices are not a substitute for competent leadership and management skills and are only to be viewed as a complement in order to increase quality and performance. Nevertheless, a new field of "Behavioural Projects"<ref name=JGeraldi2016>Geraldi, J., & Stingl, V. (2016). From Visions of Grandeur to Grand Failure: Alternative schools of descriptive decision theories to explain the Berlin Brandenburg. Paper presented at EURAM 2016, Paris, France.</ref> is emerging which targets precisely the issues of integrating cognitive and social psychology theories and decision situations in projects, and how can this field of research best be directed.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Of course there also are '''limitations''' to this approach, most of which have to do with the complexity of adapting some of the practices and principles to each particular environment. Furthermore, the breadth of this topic makes it difficult for researchers to come with validly and unequivocal findings about the benefits of such practices, and connecting it directly to <ins style="font-weight: bold; text-decoration: none;">organizational </ins>outcomes. Finally, these practices are not a substitute for competent leadership and management skills and are only to be viewed as a complement in order to increase quality and performance. Nevertheless, a new field of "Behavioural Projects"<ref name=JGeraldi2016>Geraldi, J., & Stingl, V. (2016). From Visions of Grandeur to Grand Failure: Alternative schools of descriptive decision theories to explain the Berlin Brandenburg. Paper presented at EURAM 2016, Paris, France.</ref> is emerging which targets precisely the issues of integrating cognitive and social psychology theories and decision situations in projects, and how can this field of research best be directed.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>It remains your call to decide which stance would you like you and organisation to hold on this topic. Would you rather wait for all the data to come in before embracing a Mindful culture in your organization; or given what is already out there are you willing to try <del style="font-weight: bold; text-decoration: none;">it </del>out and see how well your Project and Program Management can improve. '''How are you going to manage this risk?'''</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>It remains your call to decide which stance would you like you and organisation to hold on this topic. Would you rather wait for all the data to come in before embracing a Mindful culture in your organization; or given what is already out there are you willing to try out and see how well your Project and Program Management can improve. '''How are you going to manage this risk?'''</div></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Annotated Bibliography ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Annotated Bibliography ==</div></td></tr>
</table>JCastrohttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32049&oldid=prevJCastro: /* The case for Mindfulness in Project and Program Management */2016-09-26T19:31:09Z<p><span class="autocomment">The case for Mindfulness in Project and Program Management</span></p>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Apart from all the objective metrics and targets used to measure project and program efficient delivery; '''the human aspect''', ranging from work satisfaction, social relations and individual well-being, is also a key factor that should be accounted for when considering the beneficial impacts of integrating mindfulness in Project Program and Portfolio Management. In short, even though there are positive outcomes in terms of organizational performance, a key point is that the benefits of fostering an environment with such an ethos will produce benefits for each individual that will never be captured in its entirety.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Apart from all the objective metrics and targets used to measure project and program efficient delivery; '''the human aspect''', ranging from work satisfaction, social relations and individual well-being, is also a key factor that should be accounted for when considering the beneficial impacts of integrating mindfulness in Project Program and Portfolio Management. In short, even though there are positive outcomes in terms of organizational performance, a key point is that the benefits of fostering an environment with such an <ins style="font-weight: bold; text-decoration: none;">''</ins>ethos<ins style="font-weight: bold; text-decoration: none;">'' </ins>will produce benefits for each individual that will never be captured in its entirety.</div></td></tr>
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</table>JCastrohttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32043&oldid=prevJCastro: /* The case for Mindfulness in Project and Program Management */2016-09-26T19:30:38Z<p><span class="autocomment">The case for Mindfulness in Project and Program Management</span></p>
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<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Apart from all the objective metrics and targets used to project and program efficient delivery; '''the human aspect''', ranging from work satisfaction, social relations and individual well-being <del style="font-weight: bold; text-decoration: none;">are </del>also a key factor that should be accounted for when considering the beneficial impacts of integrating mindfulness in Project Program and Portfolio Management. In short, even though there are positive outcomes in terms of <del style="font-weight: bold; text-decoration: none;">organizationals </del>performance, a key point is that the benefits of fostering an environment with such <del style="font-weight: bold; text-decoration: none;">a mindset </del>will produce benefits for each individual that will never be captured in its entirety.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Apart from all the objective metrics and targets used to <ins style="font-weight: bold; text-decoration: none;">measure </ins>project and program efficient delivery; '''the human aspect''', ranging from work satisfaction, social relations and individual well-being<ins style="font-weight: bold; text-decoration: none;">, is </ins>also a key factor that should be accounted for when considering the beneficial impacts of integrating mindfulness in Project Program and Portfolio Management. In short, even though there are positive outcomes in terms of <ins style="font-weight: bold; text-decoration: none;">organizational </ins>performance, a key point is that the benefits of fostering an environment with such <ins style="font-weight: bold; text-decoration: none;">an ethos </ins>will produce benefits for each individual that will never be captured in its entirety.</div></td></tr>
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</table>JCastrohttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32037&oldid=prevJCastro: /* The case for Mindfulness in Project and Program Management */2016-09-26T19:29:02Z<p><span class="autocomment">The case for Mindfulness in Project and Program Management</span></p>
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:29, 26 September 2016</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Already mentioned previously, collective mindfulness refers to processes that '''keep organizations sensitive to their environment''', open and curious to new information, and able to effectively contain and manage unexpected events in a prompt and flexible fashion. This sounds strikingly familiar to the job description of a Program Manager. Taking the Programme London Olympics 2012 as an example, part of the success of its management was considered due to: a pervasive, high-level management philosophy adopted across the entire programme; inter-dependency management<del style="font-weight: bold; text-decoration: none;">, </del>and robust problem resolution and change control processes; emphasis placed on human resource management and organisational development capability. <ref name=Olympics2012> Ian Mackenzie, Andrew Davies. Learning Legacy: Lessons learned from the London 2012 Games construction project Published October 2011 ODA 2011/269</ref> These tenets can be easily related to principles 1, 3 and 5 suggested by the HROs approach.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Already mentioned previously, collective mindfulness refers to processes that '''keep organizations sensitive to their environment''', open and curious to new information, and able to effectively contain and manage unexpected events in a prompt and flexible fashion. This sounds strikingly familiar to the job description of a Program Manager. Taking the Programme London Olympics 2012 as an example, part of the success of its management was considered due to: a pervasive, high-level management philosophy adopted across the entire programme; <ins style="font-weight: bold; text-decoration: none;">an </ins>inter-dependency management and robust problem resolution and change control processes; emphasis placed on human resource management and organisational development capability. <ref name=Olympics2012> Ian Mackenzie, Andrew Davies. Learning Legacy: Lessons learned from the London 2012 Games construction project Published October 2011 ODA 2011/269</ref> These tenets can be easily related to principles 1, 3 and 5 suggested by the HROs approach.</div></td></tr>
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</table>JCastrohttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32033&oldid=prevJCastro: /* The case for Mindfulness in Project and Program Management */2016-09-26T19:28:19Z<p><span class="autocomment">The case for Mindfulness in Project and Program Management</span></p>
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:28, 26 September 2016</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Already mentioned previously, collective mindfulness refers to processes that '''keep organizations sensitive to their environment''', open and curious to new information, and able to effectively contain and manage unexpected events in a prompt and flexible fashion. This sounds strikingly familiar to the job description of a Program Manager. Taking the Programme London Olympics 2012 as an example, part of the success of its management was due to a pervasive, high-level management philosophy adopted across the entire programme; inter-dependency management, and robust problem resolution and change control processes; emphasis placed on human resource management and organisational development capability. <ref name=Olympics2012> Ian Mackenzie, Andrew Davies. Learning Legacy: Lessons learned from the London 2012 Games construction project Published October 2011 ODA 2011/269</ref> These tenets can be easily related to principles 1, 3 and 5 suggested by the HROs approach.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Already mentioned previously, collective mindfulness refers to processes that '''keep organizations sensitive to their environment''', open and curious to new information, and able to effectively contain and manage unexpected events in a prompt and flexible fashion. This sounds strikingly familiar to the job description of a Program Manager. Taking the Programme London Olympics 2012 as an example, part of the success of its management was <ins style="font-weight: bold; text-decoration: none;">considered </ins>due to<ins style="font-weight: bold; text-decoration: none;">: </ins>a pervasive, high-level management philosophy adopted across the entire programme; inter-dependency management, and robust problem resolution and change control processes; emphasis placed on human resource management and organisational development capability. <ref name=Olympics2012> Ian Mackenzie, Andrew Davies. Learning Legacy: Lessons learned from the London 2012 Games construction project Published October 2011 ODA 2011/269</ref> These tenets can be easily related to principles 1, 3 and 5 suggested by the HROs approach.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
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</table>JCastrohttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32029&oldid=prevJCastro: /* The case for Mindfulness in Project and Program Management */2016-09-26T19:27:44Z<p><span class="autocomment">The case for Mindfulness in Project and Program Management</span></p>
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:27, 26 September 2016</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Already mentioned previously, collective mindfulness refers to processes that '''keep organizations sensitive to their environment''', open and curious to new information, and able to effectively contain and manage unexpected events in a prompt and flexible fashion. <del style="font-weight: bold; text-decoration: none;">If this </del>sounds <del style="font-weight: bold; text-decoration: none;">particularly similar </del>to the job description of a Program Manager<del style="font-weight: bold; text-decoration: none;">, it's because it is</del>. Taking the Programme London Olympics 2012 as an example, part of the success of its management was due to a pervasive, high-level management philosophy adopted across the entire programme; inter-dependency management, and robust problem resolution and change control processes; emphasis placed on human resource management and organisational development capability. <ref name=Olympics2012> Ian Mackenzie, Andrew Davies. Learning Legacy: Lessons learned from the London 2012 Games construction project Published October 2011 ODA 2011/269</ref> These tenets can be easily related to principles 1, 3 and 5 suggested by the HROs approach.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Already mentioned previously, collective mindfulness refers to processes that '''keep organizations sensitive to their environment''', open and curious to new information, and able to effectively contain and manage unexpected events in a prompt and flexible fashion. <ins style="font-weight: bold; text-decoration: none;">This </ins>sounds <ins style="font-weight: bold; text-decoration: none;">strikingly familiar </ins>to the job description of a Program Manager. Taking the Programme London Olympics 2012 as an example, part of the success of its management was due to a pervasive, high-level management philosophy adopted across the entire programme; inter-dependency management, and robust problem resolution and change control processes; emphasis placed on human resource management and organisational development capability. <ref name=Olympics2012> Ian Mackenzie, Andrew Davies. Learning Legacy: Lessons learned from the London 2012 Games construction project Published October 2011 ODA 2011/269</ref> These tenets can be easily related to principles 1, 3 and 5 suggested by the HROs approach.</div></td></tr>
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</table>JCastrohttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32012&oldid=prevJCastro: /* The case for Mindfulness in Project and Program Management */2016-09-26T19:24:20Z<p><span class="autocomment">The case for Mindfulness in Project and Program Management</span></p>
<table style="background-color: #fff; color: #202122;" data-mw="interface">
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:24, 26 September 2016</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Projects never go according to plan. Far too many cases could be drawn to support this statement. That is why it is fundamental for project managers to be able to navigate in changing environments.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Projects never go according to plan. Far too many cases could be drawn to support this statement. That is why it is fundamental for project managers to be able to navigate in changing environments.</div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Taking as an example a recent interview with the Bispebjerg hospital Executive VP, he states that: when managing a project with such a long life cycle (10y) there must be a continuous capacity to adapt in face of the opportunities that make themselves present along the way. ''"What was <del style="font-weight: bold; text-decoration: none;">a </del>the best technology in the beginning of the project might be mediocre by the end of it"''. Therefore, we should aim to making the best decisions not only as a way to accomplish the initial plans but also to seize the opportunities that manifest along the way. If we firmly grasp onto our habitual ways of viewing and solving problems, refusing to absorb new information and '''reconstruct our categories''', we become blind to new opportunities presented by our context.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Taking as an example a recent interview with the Bispebjerg hospital Executive VP, he states that: when managing a project with such a long life cycle (10y) there must be a continuous capacity to adapt in face of the opportunities that make themselves present along the way. ''"What was the best technology in the beginning of the project might be mediocre by the end of it"''. Therefore, we should aim to making the best decisions not only as a way to accomplish the initial plans but also to seize the opportunities that manifest along the way. If we firmly grasp onto our habitual ways of viewing and solving problems, refusing to absorb new information and '''reconstruct our categories''', we become blind to new opportunities presented by our context.</div></td></tr>
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</table>JCastrohttp://13.50.150.85/index.php?title=Integrating_Mindfulness_in_Project_and_Program_Management&diff=32006&oldid=prevJCastro at 19:23, 26 September 20162016-09-26T19:23:38Z<p></p>
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<td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:23, 26 September 2016</td>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Third, mindful reworking means a check whether the categories remain plausible. Outdated categorization with implausible distinctions of expectations ensure trouble. The trouble starts when you fail to notice that you only look for whatever confirms your categories and expectations. “Believing is seeing. You see what you expect to see. You see what you have the labels to see. You see what you have the skills to manage.” </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Third, mindful reworking means a check whether the categories remain plausible. Outdated categorization with implausible distinctions of expectations ensure trouble. The trouble starts when you fail to notice that you only look for whatever confirms your categories and expectations. “Believing is seeing. You see what you expect to see. You see what you have the labels to see. You see what you have the skills to manage.” </div></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''People who have a critical approach towards their categories by refining them, updating or replacing them notice more and catch unexpected events earlier in their development.'''</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''People who have a critical approach towards their categories by refining them, updating or replacing them notice more and catch unexpected events earlier in their development.'''</div></td></tr>
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<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr>
<tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>==The case for Mindfulness in Project and Program Management==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>==The case for Mindfulness in Project and Program Management==</div></td></tr>
</table>JCastro