1. The project organization in the network-centric logic
Passage from Some Essays About Management essay 5
2. What if well try to organize the project in the networked
logic?
3. Then all informational, communicational and eventual flows
are to be ordered in the appropriate networked logic of functioning
and interaction
4. This order can be provided at the expense of the
organization of the project in the networked logic
5. When everybody communicates one with another
6. When all joint efforts are concentrated in one
7. When everybody moves by the Rules of play shared by and
divided for all
8. Lets try to define in what way the project is organized in
the network-centric logic
9. What is the project like in its early beginning on the phase
of initiation?
10. We consider that it can be described by three levels where
all real and potential participants of the project are
included
11. Level 1. The first level includes companies, managing the
complex project, and the project key participants a customer, an
initiator, a project sponsor and an investor
12. Level 2. The second one describing physical performance of
the project includes companies taking part directly in execution of
separate stages of the whole work
13. Level 3. The third level includes stakeholders who dont
usually take active part in the project moving, but are able to
influence the project, its separate participants or
interconnections between them
14. Project realization covers the chain of participants from
the first and the second levels where they are frequently black
boxes for us
15. Unsealing of such black boxes is provided by certain
resources, and at last we are to get certain result which is
important for the project development
16. Concerning stakeholders, thats much more interest arising
they can influence any black box as it is, and any connection
between them
17. And thats only the beginning of the project Its really very
complicated to convert it into the network-centric organization in
the literal sense of the word without some kind of even nearly
referencing algorithm
18. So, what will we begin with?
19. For the first step, lets invent the networked mechanism to
manage our project create the team for project management
consisting of coordinators by separate managerial functions,
branches and stages of the work
20. Then, secondly lets unseal the black boxes of a customer,
an investor, a sponsor of the project etc., bring it to the notice
of a defined amount of specialists and managers with all their
interconnections, responsibility zones, and interests in the
project
21. The most effective tool for that is face-to-face meeting
held with each separate black box
22. In result, well define collective and individual objectives
of participation in the project as well as the set of independent
knots and their actors, realize the needs of all actors, keep all
data about their privileges and opportunities, and get the list of
as more contacts as possible
23. The third step lets us unseal each of participants who
performs the project directly, using the same tools and the same
objectives like on the second step
24. When moving the first and the second steps, its important
to remember that its not necessary to tell participants that we
create in such a way the networked structure, just to organize all
interconnections in this logic
25. After all these three steps have been completed, we get
access to all uncovered elements inside the former black boxes
26. And now all our nearest surrounding by the project
represents for us the platform with accessible elements, situated
not under, being ordered in the strong hierarchical logic, but all
around us
27. The forth step is initiation of the strategy of interaction
with stakeholders black boxes
28. What differs stakeholders from the other project
participants? It easily may turn out that they dont strive for the
project final objective achievement or even hamper that. Being
unsealed, they may get more reasons and tools for
counteraction
29. What to do? But just to refuse to split evidently
dangerous, potentially dangerous and neutral stakeholders up and
take them in future as an indivisible knot with a defined
actor
30. After the forth step is finished, we get the principal
ground for the following construction of the project networked
architecture on that surface we can observe the amount of real
participants and stakeholders with all their internal knots and
actors
31. The fifth step elaboration, arrangement, fixation and
acceptance about the Rules of play by participants
32. Its very important that creation of Rules of play of full
value is the result of great number of negotiations and
arrangements by project which serve to initiate the principles of
interaction, mutual constraints, other standards, which can be
useful for us in project networked architecture forming
33. As interim result the tool, accepted and used by all
participants for horizontal communication initiation In every
single moment any participant of the project knows what rules the
project communication is based on
34. On the sixth step we increase intensity of horizontal
communication between all participants of the project that provides
information flow as wide as possible This process is permanent and
iterative
35. What is the most necessary for that? 1. Analyze the
accumulated information about structures of companies-participants
and stakeholders 2. Find out the maximal amount of original
communication flows necessary for the project 3. Arrange horizontal
communication links where they are absent
36. As interim result the communication ground for the project
is created This ground is one of the most important for the project
networked organization, because it is to be turned into the
foundation for the project networked architecture
37. The seventh step functional knots creation They enable some
separate managerial functions, like quality, risk, supply
management or separate tasks and branches inside the project
38. The tool for functional knots creating is the functional
knot architect who is regarded in the project managing team as a
coordinator of all managerial functions and branches
39. The result attained in our surface of natural knots,
located and connected one with another, including numerous objects
related diversely with other objects, there is the new artificial
element functional knots
40. Functional knots, coupled with communication channels, are
unlikely to be kept on or presented on this surface when they are
created, the project starts uncovering and adopts more and more
information
41. We reached the point when our principal surface turned into
the voluminous system and it remains only to complete the project
up to the end via strengthening this system by means of the
appropriate environment
42. The eighth step network coordination mechanisms
initiation
43. Tools for the coordination mechanism initiation are:
coordination councils integration councils other forms of project
participants personal meetings
44. Since that moment the project starts functioning in the
networked logic By that, the coordination mechanism initiates and,
at the same time, maintains the required environment for the
project
45. The ninth step to provide the network-centric organization
with backbone technical infrastructure an IT-platform which would
resolve the problem of project management process simplification,
as if in the networked organization
46. Such infrastructure is an indispensable part of the
coordination mechanism of the network-centric organization and,
besides that, the future environment for project participants
interaction
47. The tenth step to embed the tools for development of the
network-centric organization participants in all working
operations
48. Such tools may include: organizational business games
training by accompanying actions meetings of different level with
public results master classes seminars
49. And whats finally?
50. Lets try to evaluate together the given result
51. What happened with our project after wed begun to change
and organize it in the network-centric logic?
52. Weve imparted to daily phenomena, relations and expressions
new sense and filling
53. There is no change in the project objective, the project
itself and its participants, the reality remains the same but what
has changed is our attitude
54. We get able to see or, at least, to treat these relations
and interactions of people in this new networked logic
55. Actually weve been portraying and creating the
network-centric organization in our mind
56. Having opportunity, weve got the ability to arrange
relations, to communicate, to move, as if we were surrounded by a
certain network
57. By such approach we are able to increase manageability and
to do a project more effective, more predictable, and prepare very
powerful pretext for the future it means, to get a proto-network in
fact, which can be successfully used for private profit after the
project completion
58. Thanks for your attention! P.S. You got to know the passage
of our book Some Essays About Management The book is available in
whole on the page Vision of our site www.kommandcore.com