Business Agility Survey by John Schlichter

Are you involved in the implementation of strategies through projects? What is sought is a capability to change across the physical, information, cognitive, and social domains, and to achieve success in the face of deep uncertainty and highly variable conditions. Agility (as it is called) requires learning, and learning requires agility. Take our survey to learn how others are applying learning to unleash agility to accomplish their strategies.

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A Message for Sunil Prashara, PMI’s new President & CEO by John Schlichter

"Organizational Logics” are constructs that denote the rationalization of what an organization can do in the context of views about its purpose, legitimacy, and morality. An organization’s dominant logic dictates its ability to develop practical virtue in terms of value rationality and praxis. Leaders give their adherents contextual cues that create meaning out of the ways they exercise power, thereby creating the categories of action-taking to which adherents subscribe. Leaders can invoke value rationality in praxis by asking the questions of phronesis. Case in point, PMI's executives have cultivated a dominant logic punctuated by explicit cues that explain actions adherents have taken to expand operations outside of PMI's scope as a trade association whose mission is to institutionalize project management throughout society, and in doing so PMI has rationalized competitive behavior that creates a conflict of interest between the trade association and those whom the trade association needs to achieve its mission.

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The Big Business of Slave Labor On 21st Century Infrastructure Projects by John Schlichter

One would expect slavers everywhere to garner nasty reputations, but they are glorified for roads and reservoirs, fabrications and fundaments, and pipelines and parks. I have witnessed it firsthand, auditing megaprojects.

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Closing Keynote at Canada’s Largest Annual Project Management Conference by John Schlichter

I gave the closing keynote yesterday at the CWCC in Vancouver, which I was told is the largest project management conference in Canada. The title of my talk was “Delivering Innovative Projects Predictably Using SIMPLE® - How TransLink Is Transforming Its Project Delivery Capability.” TransLink, the rapid mass transit authority that builds roads and rails for metro Vancouver's 2.3 million residents, hired OPM Experts LLC to assess their infrastructure project management capabilities, and then joined me on stage to talk about it.

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India Emerges as Project Management Super Power by John Schlichter

It was a pleasure having lunch with India’s incoming Consul General today. While in South Africa and Oman, the CGI witnessed firsthand the importance of large infrastructure projects, especially those involving water. South Africa’s water shortage has become a national crisis, and Oman’s Sultanate has made water infrastructure a national priority of the PAEW, which is currently transforming its Organizational Project Management capabilities using a model I conceived called “OPM3” to cope with rapid industrialization and a growing population base. These are some of the same challenges India continues to grapple.

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Simple Rules for Project Cancelation by John Schlichter

Simple rules create the possibility of behavior that is independent in detail and governed by higher organizing principles, i.e. emergence. In this context, rules are heuristics or guidelines and are not intended to do the thinking for you or to act as a replacement for the consideration and wisdom of leaders. Here are five simple rules for project cancellation. 

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Business Agility in an Exponential Future by John Schlichter

In this complex, volatile, and uncertain world, project teams form to meet changing needs. Teams are composed of personnel who span traditional corporate and agency boundaries as ephemeral networks. Knowledge necessary for the problem solving inherent to projects must be captured, codified, and internalized as standards for networks of projects to implement strategy capably over time.

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Project Sponsorship and Risk - A Better Alternative to Escalation by John Schlichter

Escalation? There is a better way to deal with the problem that risk responses exceed the project manager's authority, a way to organize that obviates escalation, avoids inducing sponsors to micromanage, and eliminates the rampant misalignment between sponsors and project teams that dis-empowers those closest to the work to act wisely and with agility.

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Disaster Relief Programs: A Thousand Twangling Instruments by John Schlichter

Our models have been applied in a range of real-world disaster-relief contexts and circumstances, e.g. responses to Hurricane Katrina, the 2002 Elbe River floods, the 2004 Indian Ocean Tsunami, and the 2005 Pakistani earthquake; and NATO operations in Bosnia and Kosovo; as well as for maturity assessments of alternative unit organizations in U.S. forces, i.e. Light Infantry, Airborne and Stryker Brigade Combat Teams.

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ICYMI, here are some scientific breakthroughs that occurred this past week. by John Schlichter

Quantum materials were created that can conduct electricity at nearly the speed of light.

The world’s first fusion reactor created its first plasma; on track to produce clean energy by 2018.

Fungi in a toxic lake was discovered to produce a new antibiotic that kills super-bugs unlike anything before.

HIV infection has been eliminated in living animals through gene editing.

Researchers created the first synthetic retina out of soft tissue.

Scientists discovered how to extract ancient DNA from 240,000 year old dirt.

In this exponential future accelerating toward us, how can executives implement their strategies through projects successfully, consistently, and predictably? The answer is "SIMPLE," the "Strategy Implementation Maturity Protocol for Learning Enterprises." See