complex projects i think the 21st century will be the century of complexity (hawking, 2000) carolyn...
TRANSCRIPT
Complex Projects
“I think the 21st century will be the century of complexity”
(Hawking, 2000)
Carolyn Limbert, Principal Planner, Harmonic Ltd, October 2013
Outline
● What is Complex?
● Complex Projects
● Planning and Control in Complex Projects
● APM View on Complexity
What is Complex?
Making Mayonnaise? Building a Jumbo Jet?
What is Complex?
What is Complex?
What is Complex?
COMPLEX
Aircraft Carrier – Complicated or Complex?
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)
Back to BasicsNew view on PM
Technical
CostSchedule
Technical
Schedule Cost
Context Financing
(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)
Complex Projects
Adapted from; (Dombkins, 1997)
Scope: WHATObjectives are to be
achieved
Delivery: HOWTo implement objectives
Low Uncertainty
HighUncertainty
Low Uncertainty
Initiation
Concept
Definition
Mobilisation
Implementation
Closure
Complex Projects
Adapted from; (Dombkins, 1997)
Scope: WHATObjectives are to be
achieved
Delivery: HOWTo implement objectives
Low Uncertainty
HighUncertainty
Low Uncertainty
Closure
InitiationConceptDefinitionMobilisation
Implementation
Complex Projects(Remington, 2011)
Processes are clearThings go to plan
Risk events escalate rapidlyInnovation & learning high
Complicated Complex
Simple, best practice leadership
Expert based consultative leadership
Experimental, collaborative leadership
Crisis leadership, directive, rapid action to prevent collapse
Tipping point: usually no way
back
Control Chaos
Planning ComplexitySystem Engineering
Enterprise Environment Management
Enterprise Processes
Investment Management
System Life Cycle Process Management
Resource Management
Quality Management
Project Processes
Planning Assessment Control
Decision Making
Risk Management
Configuration Management
Information Management
Technical ProcessesStakeholder
Requirements Definition
Requirements Analysis
Architectural Design
Implementation Integration
Verification Transition Validation
Operation Maintenance
Disposal
Enterprise Environment Management
Agreement Processes
Investment Management
Process Guidelines
Planning Complexity
● 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
System Engineering
Planning Complexity
● 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?
Upfront Planning: Scope
Planning Complexity
Must
have
• The Project cannot deliver on the target date without this• There is no point deploying the solution without this requirement• The solution will not be legal / safe / fit for purpose
Should hav
e
• The requirement is important but not vital• The requirement may be painful to leave out but the solution is still viable• The requirement may need some form of workaround
Could
have
• The requirement is wanted or desirable but less important• If the requirement is left out, the impact is minimal
Wont
have*
• Project team has agreed it will not deliver this requirement• Requirement is not needed for the solution, and is a low priority
Agile DSDM – MoSCoW Prioritisation
* This time…
Planning ComplexityRolling Wave
Project Timeline
Plan Design Build Test Handover Support
Plan
ning
Det
ail
Gate Review Planning Period
Planning ComplexityA suggested approach: Design Phase
Project Timeline
Must Have Requirements
Subsystem A
Should Have Design Elements Could Have Design ElementsMust Have Design Elements
Should Have Requirements Could Have Requirements
Subsystem B Subsystem E
Subsystem C Subsystem D Subsystem F
Subsystem G
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
APM Project Complexity Matrix
APM Project Complexity