1 / 19

Project Management from Simple to Complex

Project Management from Simple to Complex.

malaya
Download Presentation

Project Management from Simple to Complex

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Project Management from Simple to Complex

  2. This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA

  3. Chapter 2Project Profiling

  4. Learning Objectives • Identify project attributes that can be used for project profiling • Define project profiling • Identify different methods of typing projects • Describe the characteristics of complex systems • Identify the categories used by the Darnall-Preston Complexity Index • Describe each of the external attributes that contribute to project complexity

  5. Learning Objectives • Describe each of the internal attributes that contribute to project complexity • Describe each of the technological attributes that contribute to project complexity • Describe each of the environmental attributes that contribute to project complexity

  6. Using a Project Profile • Common attributes among projects allow the profiling of a project • Attribute: Characteristic of an entity or object • Information on project size and location • Enables the parent organization to assign an appropriate project manager

  7. Using a Project Profile • Project profiling: Process of extracting a characterization from the known attributes of a project • Provides a more comprehensive understanding of the project and should result in: • An appropriate execution approach • The assignment of organizational resources

  8. Project Profiling Models • Typology: Classification or profiling of items that have characteristics or traits in common • Shenhar and Dvir characterized projects based on two dimensions: • Technological uncertainty • System scope

  9. Project Profiling Models • Robert Youker identified basic differences in project types: • Uncertainty and risk • Level of sophistication of workers • Level of detail in planning • Newness of technology • Time pressure

  10. Complex Systems and the Darnall-Preston Complexity Index • The complexity of a system is determined by: • The number of parts or activities • The degree of differentiation between the parts • The structure of their connections

  11. Complex Systems and the Darnall-Preston Complexity Index • Heterogeneous and irregularly configured systems are complex • Have multiple interacting components • Collective behavior cannot be inferred from the behavior of the components • Complexity is context dependent

  12. Complex Systems and the Darnall-Preston Complexity Index • Projects are complex adaptive systems • Adaptive system: Organization of elements that change in response to events in its environment • Relationship dependence: Activities that are affected by events that change the characteristics of other activities

  13. Complex Systems and the Darnall-Preston Complexity Index • Complex adaptive systems: • Tend to self-organize • Adapt to changing environments • Adapt to changes in the project’s internal situation

  14. Darnall-Preston Complexity Index DPCI™ • A project profiling system that groups project attributes into four categories: • Internal attributes • External attributes • Technological complexity • Ecological attributes

  15. Darnall-Preston Complexity Index DPCI™ • Identifies the experience, knowledge, skills, and abilities needed by the project manager • Has implications for the composition, organization, and skills needed by the project leadership team • Provides information and a context for: • Developing the project execution plan • Assessing the probability of success

  16. Darnall-Preston Complexity Index Structure • The DPCI was developed around four assumptions: • All projects are unique • Projects have common characteristics • Characteristics can be grouped together to create a project profile • There is an optimum execution approach for each project profile • An optimum set of skills and experience for the project manager and execution team

  17. Darnall-Preston Complexity Index Structure • External attributes that contribute to project complexity: • Size • Duration • Available resources

  18. Darnall-Preston Complexity Index Structure • Internal attributes that contribute to project complexity: • Clarity of project objectives • Clarity of scope • Organizational complexity • Stakeholder agreement

  19. Darnall-Preston Complexity Index Structure • Technological attributes that contribute to project complexity: • Newness of the technology • Familiarity of team members with the technology • Environmental attributes that contribute to project complexity: • Legal • Cultural • Political • Ecological

More Related