|
|
| Line 1: |
Line 1: |
| − | = Left overs =
| |
| − | '''COACHING'''
| |
| − | (Maybe include: How coaching uncritically was adopted from one context (sport/personal) to another (business). Short about John Whitmore's role in relation to bringing coaching into organizations.). John Whitmore was inspired by Timothy Gallwey [https://en.wikipedia.org/wiki/Timothy_Gallwey] who had experienced great success as tennis coach in the 1970s due to a coaching approach, as opposed to a traditional training approach.
| |
| − | In the 1980s coaching was broadly known and coaching schools were established based on different theoretical foundations introducing each their collection of coaching models, methods, and tools. [Coaching i Organisationer].http://apppm.man.dtu.dk/skins/common/images/button_bold.png)
| |
| | | | |
| − | PMBOK seems primary to focus on coaching in regards to skills. Development or enhancement of existing skills or build new ones if performance is lacking due to existing skill set (problem-centered). Furthermore, focus is primarily on coaching the individual team member.
| |
| − | PMBOK distinguish between coaching and counselling – where coaching is towards a ‘can’t do’ attitude and counselling is towards a ’won’t do’ attitude.)
| |
| − |
| |
| − | Looking into change management literature skills recommended for a Project Manager and a Change Agent are found similar. Four collaborative modes of intervening are adopted from the change management domain and suggested implemented in the project management domain, giving the Project Manager a way to facilitate a change within his/her team.<ref name="Change"> ''Hayes, J. (2014). The theory and practice of change management, 521. https://doi.org/10.1007/s13398-014-0173-7.2'' </ref>
| |
| − |
| |
| − | A recommendation for Project Managers is to apply informal workplace coaching rather than formal coaching sessions, and always to frame the coaching in a business context, upfront. A consequence of not framing the business context clearly in a person-centered coaching is that either underlying expected essential prerequisites for a person-centered coaching will be compromised resulting in mistrust and a worsening of a situation or the Project Manager will omit his/her obligations regarding project management.
| |
| − |
| |
| − | LIMITATIONS
| |
| − | ====Personal context====
| |
| − | In a personal context essential prerequisites for coaching are: <ref name="Coaching2" />
| |
| − |
| |
| − | ** '''confidentiality''' between the one conducting the coaching and the one being coached
| |
| − | ** '''equality''' in the meaning of a power-free correlation between the one conducting the coaching and the one being coached
| |
| − | ** '''focus on the highest objective for the one being coached'''
| |
| − |
| |
| − | Both person-centered and problem-centered coaching can be applied in a personal context without reservations.
| |
| − |
| |
| − | ====Business context====
| |
| − | In a business context, an essential prerequisite for coaching is to '''frame''' the coaching in the business context, upfront, to the oing coached.
| |
| − | ne be
| |
| − | In a business context, the highest objective for the business will be in focus which not necessarily is equal the highest objective for the one being coached.
| |
| − |
| |
| − | In a business context, there will often be an inequality between the one conducting the coaching and the one being coached and definitely, if its a manager coaching his/her employee e.i. Project Manager coaching a team member.
| |
| − |
| |
| − | Both person-centered and problem-centered coaching can be applied in a business context but a claer framing of the context is important due to the underlying belief that coaching in general and especially a person-centered coaching per default is applied in a personal context and in accordance with the essential prerequisites.
| |
| − |
| |
| − | PMBOK, which in regards to coaching represents the business context, only addresses problem-centered coaching.
| |
| − |
| |
| − |
| |
| − | == Content ==
| |
| − |
| |
| − | PMBOK provides a list of eleven important interpersonal skills including coaching.
| |
| − | Before looking into how standards approach changes in projects and hereby addressing the need of a Project Manager being a Change Agent, we will dig into a Project Managers interpersonal skills, to get a clear picture of how the standards relate to coaching.
| |
| − |
| |
| − | == Coaching ==
| |
| − |
| |
| − |
| |
| − | However, in regard of the PMBOK standard, coaching is defined ‘as a means of developing the project team to a higher level of competency and performance’ and merely seen usable addressing situations where the lack of skills, knowledge or experience within a team member is affecting the team performance/ project progress.
| |
| − | In a situation of change where a team member in stage A suddenly realises that he doesn’t have the right skills to perform on stage B, given a set of new, increased requirements, one task for the Project Manager to handle is is to Regarding X managing the movement of X from a current situation A to a future situation B takes a lot more than having the right skills to perform in situation B. It takes an acceptance of moving from A to B and a motivation to actually start moving.
| |
| − |
| |
| − | Keeping Project Manager as a change agent in view, the personal competencies are of special interest.
| |
| − | Personal competencies as effectiveness encompasses attitudes, core personality characteristics, and leadership which provides the ability to guide the project team while achieving project objectives and balancing the project constraints [PMBOK 1.]
| |
| − |
| |
| − | == XX ==
| |
| − | With reference to PMBOK ‘Coaching is a means of developing the project team to a higher level of competency and performance’. And further ‘Coaching is about helping people recognize their potential through empowerment [link]’.
| |
| − |
| |
| − | PMBOK seems primary to focus on coaching in regards to skills. Development or enhancement of existing skills or build new ones if performance is lacking due to existing skill set.
| |
| − | Coaching in regards of changing mindset isn’t explicitly mentioned. PMBOK talks about turning a ‘can’t do’-situation into a ‘can do’-situation – not about changing a ‘can’t do’-mindset into a ‘can do’-mindset.
| |
| − |
| |
| − | PMBOK focuses on coaching the individual, not team coaching. Team-building is mentioned, but there is a big difference between team coaching and team-building even though team cohesiveness and performance may be positively affected by both [TEMO book: balance divergence-cohesiveness for high performance, Factors important for cohesiveness].
| |
| − | PMBOK in some way mentions the benefit from team coaching and/or team-building: ‘as a team develop their skills, abilities, and confidence, their willingness to take a challenging or demanding task in increased’ but if skills can be seen as 1+1+1, ability and confidence is highly influenced by common understanding and team spirit [TEMO book].
| |
| − |
| |
| − | PMBOK mentions that formal or informal training may be developed to increase technical skills or assist team-building efforts and facilitate consistent interpersonal interactions. It is a little unclear whether the training regards the PM or the team members – or both.
| |
| − |
| |
| − | PMBOK distinguish between coaching and counseling – where coaching is towards a ‘can’t do’ attitude and counseling is towards a ’won’t do’ attitude.
| |
| − | Is there a correlation between won’t do and can’t do and can different intervening approaches be used in coaching in ‘won't’ do situations? [Modes of intervening – prescriptive (advising) versus Collaborative (Theorizing approach, supportive approach, challenging approach, information-gathering approach).
| |
| − |
| |
| − | == History ==
| |
| − | '''“Coaching is the process of empowering others” - Whitmore 1997'''
| |
| − |
| |
| − | '''“Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them” - Whitmore 2002'''
| |
| − |
| |
| − |
| |
| − | == Conditions for successful coaching ==
| |
| − | Agreement –
| |
| − | Space - Confidential, power free and personal space for interaction between coach and coachee
| |
| − | Coaching skills -
| |
| − |
| |
| − | Important coaching skills are…./Other soft skills needed.... (feedback TA)
| |
| − |
| |
| − | Motivation - extrinsic versus intrinsic
| |
| − |
| |
| − | = Managing change =
| |
| − |
| |
| − | == From standards perspective ==
| |
| − | In PMBOK change is shortly mentioned in relation to X /or mentioned in correlation with X, and is seen as [*defining change/ or list what change is] whereas in PRINCE2 change has got its own chapter, clarifying that the Project Manager has to implement corrective actions, with no further explanation given. With standards providing this (narrow) perspective on which actions a Project Manager has to take in order to manage the project through a changes, it is worth highlighting that re-motivating a team member or a whole team is a task that the Project Managers should be ready to handle as well - besides of course re-scheduling and re-budgeting as mentioned in the standard (?).
| |
| − | (changing the mindset of a team member, a stakeholder or a whole team)
| |
| − |
| |
| − | == From a Team Performance perspective ==
| |
| − |
| |
| − | == Theory ==
| |
| − | Resistance to change – why?
| |
| − |
| |
| − | = Project Manager as Change Agent =
| |
| − |
| |
| − |
| |
| − | = Limitations =
| |
| − | Coaching as a method has its origin from sports [* reference] aiming to help individual and teams to perform their best [* reference]. Coaching was introduced to organizations in year not taking the conflict between the fundamental conditions for succeeding with coaching at all (personal, confidential and power free space for coach and coachee) and the new overlying context an organizational performance into account. This is a point to pay attention to while using coaching in organizations e.g. as a Project Manager.
| |
| − |
| |
| − | = Recommendations =
| |
| − |
| |
| − | Apply a coaching approach in day-to-day management rather than coaching sessions. A ‘coaching approach’ is useful in dialogs with stakeholders in order to gain the needed acceptance, resources, trust so the project can move smoothly forward.
| |
| − |
| |
| − | Feedback: 'As it is mentioned in the abstract it will be interesting to revise other aspects different from the "traditional skills" and explore this other "soft skills", since the objective of a PM is to achieve high performance of their teams, I would like to suggest you to check some ideas that I think are all related:(1) High Performance Teams, (2) Project governance, (3) Self-manged work teams, (4) Teams motivation.'
| |
| − |
| |
| − |
| |
| − | = Conclusion =
| |
| − |
| |
| − |
| |
| − |
| |
| − | = References =
| |
| − | <references />
| |
| − |
| |
| − | Note to self: How to write a reference:
| |
| − | <ref>Fry, Ronald. [http://findit.dtu.dk/en/catalog/2372590332 "Richard Beckhard: The Formulator of Organization Change"], '[[Palgrave Handbook of Organizational Change Thinkers]]'', 2017. Retrieved on 02 October 2017.</ref>
| |
| − |
| |
| − |
| |
| − |
| |
| − |
| |
| − |
| |
| − |
| |
| − | ==Abstract==
| |
| − |
| |
| − | == Note to TA ==
| |
| − | In order to explain the origin of the phenomenon, Programmification, linking to a wiki regarding Projectification would be relevant. However, nothing is written on Projectification yet.
| |
| − | Due to this situation, I'll shortly describe the origin of the expression, Projectification, in my wiki article in order to '''1.)''' have a reference point for my article/argumentation and '''2.)''' to give the reader an understanding of the 'current situation' from where the need for/interest in/tendency towards Programmification arose.
| |
| − |
| |
| − | ==Note to self ==
| |
| − | Add the correct title when context to explorer Programmification within is decided. (= create a new wiki article by c/p content).
| |
| − |
| |
| − | == Introduction ==
| |
| − | Why is the phenomenon, Programmification, interstring to get a greater knowledge of? World changed into project driven economy 12-15 years ago, next natural step is programmification? (ref: Hayes Management of Change - internal cause to change (creativity, direction, delegation, coordination, collaboration)
| |
| − | If a word, a concept or a method is misinterpreted and institutionalized the great idea behind it can be compromised, the effect directly contradictory to the desired outcome or harmful to organizations.
| |
| − |
| |
| − | ==Origin of the word ==
| |
| − | * explain the origin of the phenomenon, Programmification, starting by setting the scene with the origin of the expression, Projectification.
| |
| − | * providing some history on Programmification and Projectification e.g. including the first appearance in articles (year and context)
| |
| − | * Projectification (26.900 results on Google search 8th of February 2018)
| |
| − | * Programmification (1.880 results on Google search at 8th of February 2018)
| |
| − | * A short introduction to why 'ification' is added to words (dictionary: suffix meaning 'the process of becoming')
| |
| − | * correct meaning (diverging meaning of the word?)
| |
| − | * possible interpretations of the word (sounds like 'it is close to being X, but then not really'. Maybe seen some kind of plagiarism or a homemade version of X which is not really accepted as being totally OK' Not academic enough, a self-made practical light version. Or maybe seen like an 'over use' or 'shooting birds with cannonballs' syndrome)
| |
| − | * (Describe the tool, concept or theory and explain it's purpose. The section should reflect the current state of the art on the topic.)
| |
| − |
| |
| − | == Identifying pitfalls ==
| |
| − | How and why is progammification challenging for organizations and program managers?
| |
| − | What does Programmification have - and what doesn't it have since it is not either Project Management/Project organisation or Programme Management/XX
| |
| − |
| |
| − | == Nice try, but no cigar ==
| |
| − | Misalignment with standards (The standard for program management http://proquestcombo.safaribooksonline.com.proxy.findit.dtu.dk/9781933890524)
| |
| − | Explain why the expected outcome fails/is expected to fail by pointing out which elements or processes the programmification omits and the consequenses.
| |
| − |
| |
| − | == Theory ==
| |
| − |
| |
| − | ==Application ==
| |
| − | Provide guidance on how to use the tool/concept/theory and when it's applicable.
| |
| − |
| |
| − | == Limitations ==
| |
| − | Critically reflect on the tool/concept/theory. When possible, substantiate your claims with literature.
| |
| − |
| |
| − | == Recommendations ==
| |
| − |
| |
| − | == Annotated bibliography ==
| |
| − | Provide key references (3-q9), where a reader can find additional information on the subject. Summarize and outline the relevance of each reference to the topic (around 100 words per reference). The bibliography is not counted in the suggested 3000 words target length of the article
| |
| − |
| |
| − | == References ==
| |
