Making progress in an uncertain world 2nd October 14
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During this APM webinar, Carolyn Limbert from Harmonic Limited explored the complex landscape of programmes and projects and focussed in on potential strategies to manage this ever changing environment.
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Making progress in an uncertain world 2nd October 14
- 1. Making Progress in an Uncertain World Carolyn Limbert, Principal Planner, Harmonic Ltd, October 2014
- 2. Outline ● The Realities of Delivery ● The Landscape • Socio-Political • Structural • Emergent ● Proactive Decision Management ● 5 things to take away from the webinar
- 3. On Paper… Adapted from; (Dombkins, 1997) Scope: WHAT Objectives are to be achieved Concept Mobilisation Delivery: HOW To implement objectives Low Uncertainty High Uncertainty Low Uncertainty Initiation Definition Closure Implementation
- 4. The Reality… Adapted from; (Dombkins, 1997) Scope: WHAT Objectives are to be achieved Delivery: HOW To implement objectives Low Uncertainty High Mobilisation Definition Concept Uncertainty Low Uncertainty Closure Initiation
- 5. Complex Projects - Back to Basics New view on PM Performance Time Cost 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)
- 6. The Landscape Behaviours 6 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 Systems of Interests Regulatory Organisational Capability Ambiguity Risk Stakeholders Dependencies Utilising concepts from (Maylor, Turner, Murray-Webster, 2013)
- 7. Socio-Political Complexity Behaviours 7 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 Systems of Interests Regulatory Organisational Capability Ambiguity Risk Stakeholders Dependencies Utilising concepts from (Maylor, Turner, Murray-Webster, 2013)
- 8. Perception
- 9. Structural Complexity Behaviours 9 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 Systems of Interests Regulatory Organisational Capability Ambiguity Risk Stakeholders Dependencies Utilising concepts from (Maylor, Turner, Murray-Webster, 2013)
- 10. Systems Thinking System Engineering Enterprise Processes Enterprise Environment Management 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 Processes Stakeholder Requirements Definition Requirements Analysis Architectural Design Implementation Integration Verification Transition Validation Operation Maintenance Disposal Agreement Processes Enterprise Environment Management Investment Management Process Guidelines
- 11. Systems Thinking ● 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
- 12. Requirements Prioritisation Agile DSDM – MoSCoW Prioritisation 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 have •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 * This time…
- 13. Emergent Complexity Behaviours 13 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 Systems of Interests Regulatory Organisational Capability Ambiguity Risk Stakeholders Dependencies Utilising concepts from (Maylor, Turner, Murray-Webster, 2013)
- 14. Influence vs. Control (INCOSE UK Capability Working Group) Influence Control Uncertainty Scope: WHAT Objectives are to be achieved Influence – Control Spectrum Implementation Delivery: HOW To implement objectives Closure Mobilisation Definition Concept Initiation Influence Low Uncertainty Control Closure Implementation Mobilisation Definition Concept Delivery: HOW To implement objectives Low Uncertainty Influence Control Influence Low High Uncertainty Initiation Scope: WHAT Objectives are to be achieved High Uncertainty Value Solution Purpose Focus Enterprise Capability Service Product
- 15. Now What?
- 16. Facilitating Proactive Decisions Level of Business Impact Skill Levels Required What Happened? Why Did it Happen? What is Likely to Happen? What Should I Do About It? Descriptive Analytics Diagnostic Analytics Predictive Analytics Prescriptive Analytics Forward Looking Indicators Actuals vs. Forecast Actuals vs. Baseline Scenario Planning
- 17. Making Progress
- 18. Objective Criteria / Steps Issue Create & Review Document Issue Objective Criteria / Steps; 50% Draft Document Complete 20% Peer Review Complete 20% Update Document Complete 10% Sign-off Loop Complete Draft Document Peer Review Update Document Sign-off Document Issue Draft Document Peer Review Update Document Sign-off Document Issue Infeed Infeed Suitable for roll-up utilising Steps / Objective Criteria Unsuitable for roll-up utilising Steps / Objective Criteria
- 19. Summary 5 things to do as a result of this webinar… ● Map your Environment and validate perceptions ● Understand your priorities ● Change happens – Influence / Control ● Do things right and do the right things ● Subjectively measure progress
- 20. Any Questions? Carolyn Limbert Principal Planner Carolyn.limbert@harmonicltd.co.uk
- 21. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events