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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindfull, complex adaptive leadership
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"La multiplication des chefs de projet est une catastrophe managériale majeure", affirme le sociologue François Dupuy

"La multiplication des chefs de projet est une catastrophe managériale majeure", affirme le sociologue François Dupuy | Complex systems and projects | Scoop.it

L'interview management : L'Usine Nouvelle - Qu'est ce qui vous a poussé à revenir sur un sujet dont on pouvait penser que vous aviez fait le tour dans votre...


Via Corinne Chauffrut Werner
Philippe Vallat's insight:

J'aime en particulier:

" Les dirigeants semblent croire qu'il suffit de donner le titre de chef pour qu'une personne le soit, que changer l'organigramme c'est changer l'organisation. C'est bien sûr faux."

et aussi

"je crois qu'on privilégie trop la pensée linéaire et pas assez la pensée complexe.(... pensée powerpoint)"


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CPM Competency Standards | International Centre for Complex Project Management

CPM Competency Standards | International Centre for Complex Project Management | Complex systems and projects | Scoop.it

To enable the best possible prospect for success complex project managers require additional skills, knowledge and experiences in order to operate effectively in complex environments.

Philippe Vallat's insight:

The complexity of defining complex project manager competencies means that such competencies cannot be assessed against role descriptions using a traditional reductionist approach.
These standards apportion the role description of complex project managers across nine Views:

  • View 1 – Systems Thinking and Integration
  • View 2 – Strategy and Project Management
  • View 3 – Business Planning, Lifecycle Management, Reporting and Performance Measurement
  • View 4 – Change and Journey
  • View 5 – Innovation, Creativity and Working Smarter
  • View 6 – Organisational Architecture
  • View 7 – Leadership and Communication
  • View 8 – Culture and Being Human
  • View 9 – Probity and Governance
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La sagesse : vertu ou faiblesse de management ?

Plus que jamais, la crise économique est prétexte au management par la crise. Les managers demandent toujours plus, plus, plus aux collaborateurs. Mais peut-on infiniment demander toujours plus ? Retrouver une certaine sagesse dans le management ne pourrait-il pas constituer une nouvelle forme de considération et de motivation ?
Philippe Vallat's insight:

La sagesse: avec le courage, une compétence indispensable pour gérer la complexité et l'incertitude

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Competencies for Managers of Complex Projects

Increased project complexities are forcing organizations to take a hard look at the necessary skill sets and capabilities for individuals who are managing and directing these large, complex projects.

Philippe Vallat's insight:

Quote: "Project Directors are no longer simply accountable for delivery. They are acting as ‘mini-CEOs’ covering a large spectrum of activities. Intellectual and technical skills are of course necessary but behavioural and communicative dimensions – or leadership intelligence – are now crucial for success."


Needed competencies:

  • strategic focus
  • leading change
  • innovative and creative
  • wisdom and courage
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