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Complex Projects

Complex Projects. Carolyn Limbert, Principal Planner, Harmonic Ltd, October 2013. “I think the 21st century will be the century of complexity” (Hawking, 2000). Outline. What is Complex? Complex Projects Planning and Control in Complex Projects APM View on Complexity.

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Complex Projects

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  1. Complex Projects Carolyn Limbert, Principal Planner, Harmonic Ltd, October 2013 “I think the 21st century will be the century of complexity” (Hawking, 2000)

  2. Outline • What is Complex? • Complex Projects • Planning and Control in Complex Projects • APM View on Complexity

  3. What is Complex? Making Mayonnaise? Building a Jumbo Jet?

  4. What is Complex?

  5. What is Complex?

  6. What is Complex? COMPLEX

  7. Aircraft Carrier – Complicated or Complex?

  8. National Audit Office – Complex Projects MoD – Ministry of Defence DfT – Department for Transport DCSF – Department for Children, Schools and Families DCLG – Department for Communities and Local Government DCMS – Department for Culture, Media and Sports HO – Home Office MoJ – Ministry of Justice DWP – Department for Work and Pensions DH – Department of Health DECC – Department of Energy and Climate Change HMRC – HM Revenue & Customs (National Audit Office, 2009)

  9. Back to Basics New view on PM Technical Technical Schedule Cost Context Financing Schedule Cost (Strategic Highway Research Program, 2012) “The intrinsic complexity of projects, in part, is driven by political, social, technological and environmental issues, as well as tight fiscal pressures, end user expectations which may change dramatically during the life of a project, and government instability.” (ICCPM, 2012)

  10. Complex Projects Low Uncertainty Adapted from; (Dombkins, 1997) Closure Implementation Mobilisation Scope: WHAT Objectives are to be achieved Definition Concept Initiation High Uncertainty Low Uncertainty Delivery: HOW To implement objectives

  11. Complex Projects Low Uncertainty Adapted from; (Dombkins, 1997) Closure Implementation Scope: WHAT Objectives are to be achieved Mobilisation Definition Concept Initiation High Uncertainty Low Uncertainty Delivery: HOW To implement objectives

  12. Complex Projects (Remington, 2011) Experimental, collaborative leadership Expert based consultative leadership Crisis leadership, directive, rapid action to prevent collapse Simple, best practice leadership Tipping point: usually no way back Control Complicated Complex Chaos Risk events escalate rapidly Innovation & learning high Processes are clear Things go to plan

  13. Planning Complexity System Engineering Enterprise Processes Project Processes Enterprise Environment Management Planning Assessment Control Investment Management Decision Making Risk Management Configuration Management Information Management System Life Cycle Process Management Process Guidelines Technical Processes Resource Management Stakeholder Requirements Definition Requirements Analysis Architectural Design Quality Management Implementation Integration Agreement Processes Verification Transition Validation Enterprise Environment Management Operation Maintenance Investment Management Disposal

  14. Planning Complexity System Engineering • You cannot optimise a system by separately optimising its components • Focus on defining customer needs and required functionality early in the development cycle • Understand the whole problem before you try to solve it

  15. Planning Complexity Upfront Planning: Scope • Scope start with the Finish • Scope Management; • Product Scope – Required Deliverables meeting the agreed specifications – WHAT? • Project Scope – Work required to deliver the product scope – HOW?

  16. Planning Complexity Agile DSDM – MoSCoW Prioritisation * This time…

  17. Planning Complexity Rolling Wave Support Plan Design Build Test Handover Planning Detail Project Timeline Gate Review Planning Period

  18. Planning Complexity A suggested approach: Design Phase Should Have Requirements Must Have Requirements Could Have Requirements Subsystem G Subsystem A Subsystem B Subsystem E Subsystem C Subsystem D Subsystem F Project Timeline Must Have Design Elements Should Have Design Elements Could Have Design Elements

  19. Summary • Ambiguity heightens complexity • Upfront scope planning contributes to project success • Fight the rush – you don’t want to have implementation starting with no scope definition and no planning • Prioritisation – Know your Must Haves from your Could Haves

  20. APM Project Complexity Matrix

  21. APM Project Complexity

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