Projects&Complexity : from theory to tools @ IPMA 2012


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The presentation introduces to the relationship between complexity theory principles and projects. A link to complexity theory is fundamental to understand some conditions which can lead more projects to success. This relationship is further exploited in the book "Projects and Complexity",

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Projects&Complexity : from theory to tools @ IPMA 2012

  1. 1. 26th IPMA World Congress, Crete, Greece, 2012 PROJECTS AND COMPLEXITY Edited by Francesco Varanini, Walter Ginevri presented by Livio Paradiso, co-authorFrancesco Varanini, Independent Strategy Consultant, Digital Humanities Prof., Ethnographer, Writer Walter Ginevri, PMP, PgMP, Senior Consultant and Trainer, President of PMI NIC Diego Centanni, PMP, Project Manager Construction, Rotarian, Entrepreneur Livio Paradiso, PMP, Manager of Project Managers
  2. 2. SUMMARY•  Research group and aim •  Tags •  Highlights •  Working Tools
  3. 3. WORKING GROUP 16 Leaders from academic, military and business worlds. Francesco Varanini (Ethnographer) Alberto Felice De Toni Fernando Giancotti (Prof. of Complex Systems) (Major General) Luca Comello Gianluca Bocchi (Project Office Manager) (Philosopher) Carlo Notari VISION Diego Centanni (Past President PMI-NIC) To combine the Complexity (Project Manager) Science with a Humanistic Livio Paradiso approach Stefano Morpurgo(Manager of PMs) (PM Consultant) to investigate a Michela Ruffa complimentary way of Mariu Moresco (Sr. Project Manager) thinking about projects. (High School Teacher) Bice Dellarciprete Andrea Pinnola (Proposal Manager) (Sr. Project Manager) Bruna Bergami Roberto Villa (Program Manager) (Managing Consultant) Walter Ginevri (Sr. Consultant and Trainer)
  4. 4. WHY TO LOOK AT A COMPLIMENTARY PROJECT POINT OF VIEW From professional experience came some fact and hints•  Some projects experience high change management rate over time, continuous re-scoping and re-planning. Traditional project management tools and methodologies increases re-planning and re-scoping costs.•  Some useful techniques and tools exists to address some of the complexity issues, but without a deep problem understanding: Agile, Extreeme Programming, rolling wave planning, …•  Complexity management is nowadays a general management issue•  A complimentary way of thinking at projects can be both interesting and useful: as those problems arose from complexity issues, •  We started from complexity theory looking for relations with projects
  5. 5. COMPLEXITY AS MULTI-DISCIPLINARY SCIENCE •  C. Langton: «A complex looks for looksedge the A project system the for of chaos, ofi.e. a state which is which in dynamic edge chaos, i.e. a state both is both in Manfred Eigen (Chemistry) equilibrium and never-ending change between dynamic equilibrium and never-ending change order andorder and disorder». between disorder». Ilya Prigogine (Thermodynamics) •  J. Holland: «A Co-evolution is awhich develops Holland: « project is a dance dance which through a subtlea game of competition and develops through subtle game of competition cooperation, creation and reciprocal adaptation». and cooperation, creation and reciprocalIsabelle Stengers adaptation». (Philosophy) •  H.R. Maturana, F.J. Varela: «A project is not a •  H.R. Maturana, F.J. Varela: «Knowledge is own, representation of a world which exists on its not a but rather a continuous creation of a world». own, representation of a world which exists on its Edgar Morin but rather a continuous creation of a world». (Sociology)Murray Gell-Mann (Physics)
  6. 6. TAGS (AS POSSIBLE NODE POINTS IN OUR JOURNEY)Chronos vs Kairos, Biology, Humanistic perspective, Psychology, Ethnography,Evolution, The project as testimonies, Storytelling, Philosophy, Behavioral Science,Informal network analysis, Culture of projects, Self discovery, Traveling, Philosophy ofprojects, Space of possibilities, Viewpoints, The project as a Journey, Distributed leadership,Principle of Hiding Hand, Emerging, Innovation, Perception of reality, Redundancy innature, Time, Systemic, Stakeholders, Curiosity for the unknown, Complementary,Multidisciplinary approach, Sociological approach, Cognitive perspective, Tower of Pisa,Cones of Lights, Project Ethics, Convergence, Presence, Experience, Governance.
  7. 7. HIGHLIGHTS• The Project as a journey –  The Pisa Tower project –  The “Principle of the hiding hand” –  Kronos vs. Kairos: the proper time for decision making• The Project and the new organizational models• The Project as a complex system
  8. 8. HIGHLIGHTS (CONT.)• 7 Principles of Complexity explored from the Project Management perspective• Project Management Tools, a complementary map for Project Managers
  9. 9. COMPLEXITY THEORY and OUR FINDINGS Authors explore seven principle of complexity theory and apply them to Project ManagementCOMPLEXITY THEORY FINDINGS WORKING GROUP FINDINGS1.  Self-organization 1.  Stakeholders’ worlds2.  Edge of chaos 2.  Project beyond WBS3.  Hologramatic principles 3.  The propitious time4.  Impossibility of prediction 4.  Collective leadership5.  Power of connections 5.  Narrating and believing6.  Circular causality 6.  Risk vs complexity7.  Try & learn 7.  Value of redundancy
  10. 10. THE 7 PRINCIPLES MAPPED ON OUR FINDINGS The propitious Stakeholders’ Narrating and beyond WBS redundancy complexity Reseach topics leadership Collective believing Value of Risk vs Project worlds time Complexity principles 1. Auto-organization þ þ þ 2. Edge of chaos þ þ þ 3. Hologramatic principle þ þ 4. Impossibility of prediction þ þ þ 5. Power of connections þ þ þ 6. Circular causality þ þ 7. Try&learn þ þ
  11. 11. PROJECT MANAGEMENT STANDARDS and OUR FINDINGS Authors explore a systemic and organic approach to projects that widens the scope of the project manager’s role as well as the tools and the capabilities required. Monitoring and Controlling Planning Project Building Initiating Closing Project Driving ExecutingPROJECT MANAGEMENT STANDARDS PROJECT MANAGEMENT STANDARDS1.  Project Charter 1.  Project Manifesto2.  Stakeholder Register 2.  Informal Network3.  Work Breakdown Structure 3.  Project Systemic Map4.  Issue Log / Change Log 4.  Emergences Diagram / SoD5.  Project status report 5.  Space of domains6.  Lessons Learned 6.  Project Tales Project Management and Complexity: a new field to explore for better performances
  12. 12. GOING INTO SOME DETAILS: PROJECT SYSTEMIC MAP Project Systemic map is the key tool to map the evolution of project scope and events occurring in the project environment during the entire project lifecyclePROJECT SYSTEMIC MAP1.  Can contain WBS elements2.  Elements are linked by relations and not by hierarchy3.  Contains elements of stakeholder analysis4.  Contains environmental variables set as elements5.  All elements are time-stamped and integrated with a status setting the relevance of the element at the time the project is flowingDoes a tool implementing thosefunctions exist? To our konwledgenot yet, although some tools canhelp building a PSM (like mindmapping associated with timestampsand relevance indicatora) Project Management and Complexity: a new field to explore for better performances
  13. 13. A POSSIBLE FUTURE OF PROJECT MANAGEMENT• The evolution of Project Management –  Enlarging the scope of project management to better take into account the environment surrounding the project. –  “Humanistic Project Management”, focused on strong integration of different disciplines.• The evolution of the Project Manager –  Project Manager more as an integrator than as a specialist. –  Project Manager as a key actor in decision making process –  Project Manager as“Manager of the Future”.
  14. 14. PROJECTS AND COMPLEXITY“Projects and Complexity”, published by Taylor & Francis in May 2012.
  15. 15. Thank you. Please come to see us at the MEET THE AUTHOR special session LELivio ParadisoB.U. ExecutiveProvisioning & OperationsProject Manager Coordinator I M I -SPh. [+39] 049 739 7883 CFax [+39] 02 3665 5654 AMobile [+39] 348 955 6078 Flivio.paradiso@fastweb.itFASTWEB S.p.A. - Via Longhin, 115 - 35129 Padova