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Adapting Your Project Management Style
Ajay B Parasrampuria
Founder | Project Management Academy Inc.

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My Observations…..
Project Activity is Getting More Important
Most Projects Don’t Meet Time and Budget Goals – 50% to
80%
Limited Commercial Success – 25% to 60%
Most CEOs and major business schools ignore PM

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Most Projects
Don’t Make it
Why?

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is it because of Tools or the
Science?
20%
Science/Tech.
80%
Art
WBS, Gantt, PERT,
CPM, PMBOK, ….
Uncertainty, Change,
Context, Flexibility,
Business Focus,
Strategy, Motivation,
Leadership,
Inspiration, Integrity,
Trust, Communication,
…
Why?

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What is the Traditional Discipline
of Project Management (TPM)
Telling us?
What is the Reality?

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TPM Evolved as… (The Myths)
Efficiency Based
Process Based
One Size Fits All
No Specific Business Focus

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Myth
Projects succeed if they meet time,
budget, and performance goals
Reality
Projects must meet multiple success
criteria, including business results
and customer satisfaction
Budget
Time
Scope
Project
Success
Efficiency
Customer
Business
Future
Team
Myth 1

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Myth
Projects are linear predictable,
and certain. You need a fixed and
rigid plan.
Reality
Projects are non-linear,
unpredictable, and uncertain. You
need a flexible and adaptive plan
and management style.
Myth 2
One size fits all Projects differ, and you must
adapt your project management
style to the environment,
product, and task
Myth 3

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The Motivation
 The Assumption
 Different projects are managed in different ways.
 The literature and the discipline assume
 “a project is a project is a project.”
 There is no accepted framework
 The Need
 A framework to distinguish among projects
 Practical guidelines on how to manage projects in different
ways

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® Four Dimensions for Distinction
Among Project Types
Complexity – How complex
is the system and its
subsystems
Pac
e
Array System Assembly Component
Complexit
y
Novelt
y
Technolog
y
Derivative Platform New to Market New to World
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/
Competitive
Time-Critical
Blitz
Pace – How Critical is the
Time frame
Novelty – How new is the product
to customers and users
Technology – How much new
technology is used

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Each Dimension Tells us
What to Do
Pace
Array System Assembly Component
Complexit
y
Novelty
Technology
Derivative Platform New to Market New to World
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/
Competitive
Time-Critical
Blitz
Later design freeze
More design
cycles
Less market data
Later requirement
freeze
Autonomy
Time
control
Complex
organization
Formality

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• Adaptive Planning
• Selecting PM Style
• Communication Language
• Putting a Project Back on Track
• Retrospective Analysis
Diamond Helps in

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Myth
Project managers need to get the job
done, on time, budget, and
specifications
Reality
Project managers need to care about the
business results of their project - They
are mini CEOs
Transform Traditional Project Management to
Strategic Project Leadership®
Myth 4

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The Strategic Project Leadership® World
Get
Business
Result
Expect
Change
Get the Job
Done
Traditional
Project Management
Dynamic Adaptation
Strategic Leadership

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Acknowledgements
Diamond Model and Strategic Project Leadership ® (SPL) framework and
methodologies has been developed and is copyright of
Dr. Aaron J Shenhar
Professor of Project and Program Management - Rutgers Business School
Founder and Global CEO – The SPL Group
Until 2008 he was Institute Professor of Management and the founder of the
project management program at Stevens Institute of Technology. He holds five
academic degrees in engineering and management from Stanford University and
the Technion in Israel.
He was the first recipient of the PMI® Research Achievement Award, and
the IEEE Engineering Manager of the Year Award.
Prior to his academic career, Dr. Shenhar accumulated 18 years of technical and
management experience
SPL Global Customer Companies include:
Intel | Dow Jones &Co.| NASA | NSA |ISO | Merck, Johnson & Johnson| Microsoft |BG
Group|3M | Honeywell | AT&T | BMG Entertainment | Becton Dickinson| Compaq Computer |
Trane | US Army
PM Academy is the strategic partner of SPL Group and is authorized to provide
SPL education, certification and services in India and Asia Pacific.