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PMRC 2018 : KEYNOTES : PROJECT MANAGERS AS AGENTS OF CHANGE
STEPHEN TOWNSEND
STEPHEN TOWNSEND, DIRECTOR OF NETWORK PROGRAMS, PMI, USA
Stephen Townsend called on project managers to become agents of change and seize the opportunity to bring about a transformation in how their organizations deliver their strategy. “It starts with how you think about yourself. You are not project managers—that may be your title—but you are transformers. For us change is natural, transformation is natural, so we shouldn’t be afraid of transformation or change—it’s what we do, it’s how we live, it’s who we are,” he said.
With 30 years of experience in non-profit leadership and management, Townsend has worked with PMI since 1999 in the areas of member services, chapter and community relations, business and government relations, and PMI’s global development activities. He also worked with PMI’s U.S. government relations team for the implementation of the Program Management Improvement Accountability Act.
Townsend said that being an effective transformer starts with how one begins to adopt agile tools and techniques into one’s work. “The key principle is to start with yourself. You have to adopt an agile mindset. Agile is about a set of values and principles that form your behaviour. It helps change your mindset, allowing you to use the tools and techniques in a right way,” he explained.
Next is about the way a project manager thinks, behaves, and leads, and how he or she will truly become a transformer. “Using the tools and techniques of project management effectively will prove you to be a successful project manager. But to be a successful transformer, change the way you think,” he added.
He asked project managers to become systemic thinkers. “Systemic thinking will help you envision your project or program as you move forward and allow you to think out-of-thebox, in terms of the risks or opportunities that can help you deliver the results,” said Townsend.
He urged organizations to create a system in which people can collaborate effectively and there is open communication. “It is about building a culture in which projects and programs operate, and you and your team function. So, when you can create that system, you enable rapid and effective decision-making,” he said.
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