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So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG
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So. Complex is complicated. Or is it? Carolyn Limbert - PMC SIG

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  • 1. Complex Projects “I think the 21st century will be the century of complexity” (Hawking, 2000) Carolyn Limbert, Principal Planner, Harmonic Ltd, May 2014
  • 2. Outline ● What is Complex? ● Complex Projects ● Managing Complexity ● Aspects of Complexity
  • 3. What is Complex? Making Mayonnaise? Building a Stadium? Emergence
  • 4. What is Complex?
  • 5. Aircraft Carrier – Complicated or Complex?
  • 6. Complex Projects - Back to Basics New view on PM Performance CostTime Performance Time 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)
  • 7. Complex Projects Adapted from; (Dombkins, 1997) Scope: WHAT Objectives are to be achieved Delivery: HOW To implement objectives Low Uncertainty High Uncertainty Low Uncertainty Initiation Concept Definition Mobilisation Implementation Closure
  • 8. Complex Projects Adapted from; (Dombkins, 1997) Scope: WHAT Objectives are to be achieved Delivery: HOW To implement objectives Low Uncertainty High Uncertainty Low Uncertainty Closure Initiation Concept Definition Mobilisation
  • 9. Types of Project (PA Consulting, RUSI 2006)Intricacy Uncertainty Straightforward Projects Complicated Projects Volatile Projects V Vee Model Waterfall Model Emergence Model Option Model
  • 10. Complex Projects Processes are clear Things go to plan Risk events escalate rapidly Innovation & 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 Control ChaosDiscipline Expertise System Tools & Techniques Discipline Leadership Programme Leadership Portfolio Leadership Straightforward Independent Expertise
  • 11. Influence vs. Control (INCOSE UK Capability Working Group) Influence Control Influence – Control Spectrum Purpose Focus Value Solution Enterprise Capability Service Product Influence Control Influence Control Influence Scope: WHAT Objectives are to be achieved Delivery: HOW To implement objectives Low Uncertainty High Uncertainty Low Uncertainty Initiation ConceptConcept DefinitionDefinition Mobilisation Implementation Closure Scope: WHAT Objectives are to be achieved Delivery: HOW To implement objectives High Uncertainty Low Uncertainty Closure Initiation ConceptConcept DefinitionDefinition Mobilisation Im plem entation
  • 12. Aspects of Complexity 12 Requirements What are the common challenges present in a complex project landscape? Funding / Finance Uncertainty Culture Assumptions Trades Change Length of Time Decision Making Optimism Unrealistic Solutions Lack of Maturity Geography Behaviours Systems of Interests Regulatory Organisational Capability Ambiguity Risk Stakeholders Dependencies
  • 13. Approaches to Managing Complexity ● Complexity is subjective ● Complexity changes - Flex your approach ● Know your areas of control and your areas of influence
  • 14. Carolyn Limbert Principal Planner Carolyn.limbert@harmonicltd.co.uk 07943 838 108

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