How complex is your project? How do you calculate project complexity? How do you reduce project complexity? What level of experience does your project manager need to have to handle a certain level of complexity? These slides will help you answer these questions. The framework can be modified to fit any company culture.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
# Project & Contract Management Basics # By SN PanigrahiSN Panigrahi, PMP
# Project & Contract Management Basics # By SN Panigrahi
Essenpee Business Solutions
Project Management'
Project Life Cycle
Project Process Groups
Project Knowledge Areas
Contract Management
Types of Contracts
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
# Project & Contract Management Basics # By SN PanigrahiSN Panigrahi, PMP
# Project & Contract Management Basics # By SN Panigrahi
Essenpee Business Solutions
Project Management'
Project Life Cycle
Project Process Groups
Project Knowledge Areas
Contract Management
Types of Contracts
project control using earned value analysis - Part 01 waleed hamdy
Project control using earned value analysis - Part 01
Mission of the projects control division
Why the earned value management?
Establishment of the Performance Measurement Baseline
EVM Analysis & Forecasting
This presentation is answering the questions of chapter 11 from Jack Meredith's book,'Project Management', and is about how a project can and has to be controlled.
"This is why we can't have nice things"
A project risk retrospective.
This presentation takes a look at great projects throughout history and identifies common threads regarding the risk management techniques applied during their execution.
Complete Online PMP Study Training Material for PMP Exam Provided Free for PM...GlobalSkillup
Online PMP Training Study Material with Complete Slide Deck from GlobalSkillup for PMI PMP (Project Management Professional) towards PMP Exam Preparation.
This Study material also covers Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
2. Project management body of knowledgeBhuWan Khadka
ICT Project Management is an IOE syllabus based subject. It provides knowledges about various project environment, management skill, effective and ineffectiveness of project manages, leadership etc.Provided by Project Management Sir of KU.
PMP 2021, What is Next?
PMP Journey
ECO 2021
PMI Authorized PMP Exam Prep Course
The Next Evolution Of Project Management
Domains, Tasks, and Enablers (ECO 2021)
Management: Characteristics of management, functions of management, importance and purpose of planning process, types of plans.
Construction Project Formulation: Introduction to construction management, project organization, management functions, management styles.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
This presentation was given by Donnie MacNicol and Guy Giffin at the joint APM / RICS conference on project leadership held in London on 25th February 2014.
project control using earned value analysis - Part 01 waleed hamdy
Project control using earned value analysis - Part 01
Mission of the projects control division
Why the earned value management?
Establishment of the Performance Measurement Baseline
EVM Analysis & Forecasting
This presentation is answering the questions of chapter 11 from Jack Meredith's book,'Project Management', and is about how a project can and has to be controlled.
"This is why we can't have nice things"
A project risk retrospective.
This presentation takes a look at great projects throughout history and identifies common threads regarding the risk management techniques applied during their execution.
Complete Online PMP Study Training Material for PMP Exam Provided Free for PM...GlobalSkillup
Online PMP Training Study Material with Complete Slide Deck from GlobalSkillup for PMI PMP (Project Management Professional) towards PMP Exam Preparation.
This Study material also covers Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
2. Project management body of knowledgeBhuWan Khadka
ICT Project Management is an IOE syllabus based subject. It provides knowledges about various project environment, management skill, effective and ineffectiveness of project manages, leadership etc.Provided by Project Management Sir of KU.
PMP 2021, What is Next?
PMP Journey
ECO 2021
PMI Authorized PMP Exam Prep Course
The Next Evolution Of Project Management
Domains, Tasks, and Enablers (ECO 2021)
Management: Characteristics of management, functions of management, importance and purpose of planning process, types of plans.
Construction Project Formulation: Introduction to construction management, project organization, management functions, management styles.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
This presentation was given by Donnie MacNicol and Guy Giffin at the joint APM / RICS conference on project leadership held in London on 25th February 2014.
importance of resources allocation in formal method of software engineering ...abdulrafaychaudhry
Project management is a very wide area of work, particularly in business. It covers many different topics which can be broken into even smaller particles. Work of a project manager is not only about giving people orders and telling them what to do. Many people limit their work of a project manager to supervising their employees and making sure everyone meets their deadline. But a good project manager knows it’s more than that.
Resource allocation in project management is one of those particles which make work of a good PM effective and significant. And even though it may seem simple, it is actually crucial in delivering a great project.
Resource allocation in project management is concerned with creating a plan which can help achieve future goals. There are many resources which have to be allocated when managing a project, beginning from budget to equipment and tools, to data and the project’s plan.
How To Allocate Resources
Resource allocation in project management is so important because it gives a clear picture on the amount of work that has to be done. It also helps to schedule ahead and have an insight into the team’s progress, including allocating the right amount of time to everyone on the team.
Resource allocation allows to plan and prepare for the project’s implementation or achieving goals. It is also possible to analyze existing threats and risks to the project.
But above all, resource allocation in project management helps to control all the workload. This, as a result, contributes to team’s effectiveness at work and what follows later is a satisfying and exhaustive project.
The third way running effective projectsRune Aresvik
An article outlining how "anyone" can manage complex projects successfully by using the tools and methodologies developed by leading management consultants
AgileLIVE Webinar: Build a DevOps Culture & Infrastructure for Success Part 1VersionOne
Lessons Learned from Target’s DevOps Journey
Heather Mickman, Director, Enterprise Services & Integration, and Ross Clanton, Sr. Group Manager - Engineering Practices, at retail giant Target, will share the key challenges and lessons learned.
Paul Holway's presentation to TDWI St. Louis at the 2014-06-13 "Agile" meeting. For more information, see @paulholway on Twitter on LinkedIn (https://www.linkedin.com/pub/paul-holway/3/985/443)
PMP - Project Initiation Template for ProfessionalsDaniel_Mccrea
WHAT
--------------
A helpful guide for Project Management Professionals who are at the beginning of their projects in 'Project Initiation'.
FOR
--------------
Written in plain English for use in the real world (not just for study). If you're a professional who's rusty on Initiation or have fallen into bad habits - this guide will remind you what questions to ask,...and why!
BY
--------------
Daniel Mccrea a PRINCE2(R) and PMP(R) certified Project Manager specialising in online Software/ & Content Delivery.
Visit me here:
ie.linkedin.com/in/danielmccrea/
MGT 3302, Introduction to Project Management 1 Cou.docxpoulterbarbara
MGT 3302, Introduction to Project Management 1
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
1. Describe the components of a basic project schedule.
2. Discuss project management as a series of activities and tasks.
3. Explain how the project triple constraint is used to manage a project.
4. Develop a project plan.
4.1 Prepare a polished version of a simple project plan.
5. Analyze factors impacting control of project costs.
6. Summarize project management techniques.
6.1 Describe project closing techniques.
7. Examine project teams.
Course/Unit
Learning Outcomes
Learning Activity
1 Unit VIII Course Project
2 Unit VIII Course Project
3 Unit VIII Course Project
4.1
Unit Lesson
Chapter 9, pp. 304–317
Unit VIII Course Project
5 Unit VIII Course Project
6.1
Unit Lesson
Chapter 9, pp. 304–317
Unit VIII Course Project
7 Unit VIII Course Project
Required Unit Resources
Chapter 9: Closing the Project, pp. 304–317
Unit Lesson
In this unit, we discuss the activities needed to occur once we terminate a project. The termination could be
because we successfully completed all of the work and handed the deliverables to the customer, or there
could be reasons why we need to terminate the project early.
Project Closing
All planned projects should have an endpoint. Having an absolute end is a part of the definition of what a
project is. Once all of the work activities have been completed and the deliverables have been accepted, then
it is time to close out the project. Many times, the project manager (PM) will not do the closing activities. The
UNIT VIII STUDY GUIDE
Project Closeout
MGT 3302, Introduction to Project Management 2
UNIT x STUDY GUIDE
Title
organization may not require closing activities, or closing activities may not be considered a necessity. In
some cases, the PM is ready to move on to the next project. However, the importance of closing project
activities cannot be understated.
What are some of the activities needed when closing a project?
While the project deliverables should have been delivered and accepted, in some cases, final project reports
have not been created. These final reports may or may not be considered as being a part of the final
deliverables. For example, deliverable reports might include results of testing or quality reports.
Reports that are a part of project closing might include a report of project changes, a communication log, a
risk assessment matrix, or lessons learned. These types of reports would need to be organized and archived
with all of the project information for future reference.
A part of closing activities would include making final payments to vendors and suppliers. Also, any monies
owed to the organization would need to be collected. This is referred to as an accounting closeout. Team
members would need to be recognized and .
Karoliina Luoto, Codento. J. Boye Web and intranet conference 2013 presentation on how problems in agility are often fixed by going back to basics and taking the humble lesson.
The software development process is a complex and error-prone task. faulty software can lead to devastating consequences, including loss of data, system crashes, and security breaches. Let's discuss the most common challenges that can occur and how to address them.
Most organizations have multiple project going on concurrently. They need a framework that allows them to evaluate (and mitigate) project risk in a way that reflects the potential business impact of this portfolio of projects.
Similar to Project Complexity: Understanding, Calculating and Reducing (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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2. The Intent of this Presentation
The intent is not to write a dissertation on project
complexity. Plenty have already been written.
The intent is not to propose a strategy to cover all
industries, all companies, all circumstances.
That would be a dissertation.
The intent is to propose a framework to calculate
project complexity, such that it can be adapted
to your specific company culture and modus
operandi.
3. The Advantage of knowing a Project’s Complexity
Matching the right project manager to the
right project - the right experience to the
right complexity.
Knowing the source of complexity will
allow the project manager to monitor
the source of complexity, and eliminate
or mitigate it.
5. Factors contributing to Project Complexity
Compound complexity factors directly correlates to,
and therefore can be used as a proxy for many other
complexities.
There are 6 compound factors contributing to project
complexity:
Team Member Count
Project Challenges
Technical Challenges
Perceived Value
Distributed Resources
Visibility
6. Team Member Count
Team member count is probably the most impactful
project complexity factor, and can be used as a proxy
for many others.
The higher the team count,
The more chances of conflict
The more need for scaling project management
activities
The more difficult organizing the project
The more difficult communicating and reporting
The more challenging to run the project efficiently
The more complex the project.
7. Project Challenges
There is a series of project challenges that
contribute to project complexity.
The more the project challenges, for
example:
The fuzzier the project requirements
The more time pressure on project timeline
The more pressure on resourcing
The more complex the project.
8. Technical Challenges
Technical dimension of a project is a major contributor to
its complexity.
The higher the technical challenges, for example:
The more research oriented the project is
The more novice the technology being developed is
The less experienced the team is in what they are
delivering
The more dependency exists between various
deliverables
The more complex the project is.
9. Perceived Value
Perceived value of a project can simplify or
complicate a project.
The lower the perceived value of the project,
The more negotiation is needed
The more encouragement is needed
The less management help the project gets
The more attention the project needs to keep
it on track
The more complex the project is.
10. Distributed Resources
Distribution of resources adds another dimension
of complexity to the project.
The more distributed the resources are within
the company, for example, in various teams
that are not under the same management,
The more negotiation is needed
The more conflict management is needed
The more organization is needed
The more coordination is needed
The more complex the project is.
11. Visibility
Visibility is a proxy for many other project complexity.
The more visibility the project has, for example:
The more visible to customers the project
deliverables are
The more financial impact the project deliverables
has
The higher the management chain the
stakeholders are
The more complex the project is.
13. The Calculus
Assign a value 1 to 5 to each of the 12
following questions
Assign multiplier to each question based on
its relative contribution to complexity
Calculate the weighted average of your
responses (should be between 1 and 5)
Once project complexity is calculated,
assign the right level of TPM experience
to the project
During project execution, keep an eye on
factors that scored high
Complexity Experience
4.34 - 5 Principal Staff TPM
3.67 - 4.33 Senior Staff TPM
3 - 3.66 Staff TPM
2.34 - 3 Senior TPM
1.67 - 2.33 TPM
1 - 1.66 Junior TPM
14. Recommended Multiplier for Each Question
How many people will be contributing work to the project? 4
What is the level of dedication of the majority of contributors to the project? 2
How much of the project requirements have been gathered? 2
With your deadline calculated and committed, how much buffer did you plan in? 1.5
How much more resources can you add to the project without escalating? 1.5
How well is the technical design understood? 1.5
How new is the technology? 1.5
How experienced is the team in handling this technology? 1.5
How much dependency exists between various components of the project? 1.5
What is the perceived value of the project? 1
How distributed is the team? 1
Who is the major sponsor? 1
15. Question #1
How many people will be contributing work to the project?
Complexity 1: 3 or less contributors
Complexity 2: 4 to 7 contributors
Complexity 3: 8 to 15 contributors
Complexity 4: 16 to 31 contributors
Complexity 5: 32 or more contributors
To be counted as a contributor, must contribute a reasonable amount of work to
the project, essential for project success.
16. Question #2
What is the level of dedication of the majority of contributors to the project?
Complexity 1: Fully dedicated to the project
Complexity 2: Time-sharing with other projects - this is their top priority
Complexity 3: Time-sharing with other projects - this has equal priority
Complexity 4: Time-sharing with other projects - this has lower priority
Complexity 5: Not dedicated to the project and resources have to be negotiated
as the project goes on
17. Question #3
How much of the project requirements have been gathered?
Complexity 1: Requirements have been fully gathered (90%+), in enough detail
to get a committable scope, and are unlikely to be added to by the project’s
completion
Complexity 2: Most requirements have been gathered (65% to 90%) and in
enough detail to get an acceptable scope, but some requirements will need to
be determined and detailed as the project progresses
Complexity 3: Half the requirements have been gathered (35% to 65%) but the
other half needs to be determined as the project progresses
Complexity 4: Small amount of requirements have been gathered (10% to 35%)
and most need to be determined as the project progresses
Complexity 5: Almost no requirements have been gathered (10%-) and have to
be determined as the project progresses
18. Question #4
With your deadline calculated and committed, how much buffer did you plan in?
Complexity 1: No committed deadline and can slip as needed
Complexity 2: Committed deadline with 50% to 100% buffer
Complexity 3: Committed deadline with 20% to 50% buffer
Complexity 4: Committed deadline with 5% to 20% buffer
Complexity 5: Committed deadline with less than 5% buffer
19. Question #5
How much more resources can you add to the project without escalating?
Complexity 1: As much as needed
Complexity 2: From 50% to 100% more resources can be added
Complexity 3: From 20% to 50% more resources can be added
Complexity 4: Up to 20% more resources can be added
Complexity 5: No more resources can be added
20. Question #6
How well is the technical design understood?
Complexity 1: Design is well understood and seems really easy, expecting no
complications
Complexity 2: Design is mostly understood and seems relatively easy,
expecting minor complications
Complexity 3: Design is somewhat understood and seems somewhat
complicated, expecting manageable complications
Complexity 4: Design needs more work to understand and seems complicated,
expecting major complications
Complexity 5: Design not well understood and seems really complicated,
expecting significant complications
21. Question #7
How new is the technology?
Complexity 1: The technology is nothing new, we have it already, just adding
more bells and whistles
Complexity 2: We are adding minor features to an existing technology
Complexity 3: We are adding major features to an existing technology
Complexity 4: We are fully rewriting an existing technology
Complexity 5: The technology is new, we don’t have anything like it, creating it
from scratch
22. Question #8
How experienced is the team in handling this technology?
Complexity 1: The team built this technology
Complexity 2: The team is very familiar with this technology and has experience
with it
Complexity 3: The team has a fair understanding of the technology with some
exposure to it
Complexity 4: The team has little understanding of the technology and
practically no experience with it
Complexity 5: The team has never worked with this technology and needs to
learn it as the project progresses
23. Question #9
How much dependency exists between various components of the project?
Complexity 1: Components of the project are mostly independent - significant
parallelism can be achieved by dividing the team up to many smaller teams -
critical path is 10%- of full path
Complexity 2: Components of the project have some dependency on each
other - critical path is 10% to 35% of full path
Complexity 3: Components of the project have fair dependency on each other
- critical path is 35% to 65% of full path
Complexity 4: Components of the project have major dependency on each
other - critical path is 65% to 90% of full path
Complexity 5: Components of the project are mostly dependent - parallelism is
very hard to achieve and team must function as one unit - critical path is
90%+ of full path
24. Question #10
What is the perceived value of the project?
Complexity 1: This is the top project that everyone wants to be a part of,
building their careers on it - something to put on their resume
Complexity 2: This project provides opportunities for growth and recognition -
considered exciting
Complexity 3: This is a typical project for the team with some aspects being
exciting while others less so - considered a typical project
Complexity 4: This project has little to be excited about, and provides little
opportunity for growth and recognition - considered boring
Complexity 5: Almost no one is exciting to work on this project, and they see no
value to their careers - considered a waste of time
25. Question #11
How distributed is the team?
Complexity 1: The project is highly centralized with one active boss
Complexity 2: The project is relatively centralized with two active bosses
Complexity 3: The project is fairly centralized with three active bosses
Complexity 4: The project is relatively decentralized with four active bosses
Complexity 5: The project is highly decentralized with five or more active bosses
An active boss is someone who is managing the resources that are in the project,
and the project manager has to work with to secure the resources for the project.
26. Question #12
Who is the major sponsor?
Complexity 1: Technical Lead
Complexity 2: Manager or Senior Manager
Complexity 3: Director or Senior Director
Complexity 4: VP or Senior VP
Complexity 5: Executive
To qualify as a sponsor, must be receiving frequent and consistent updates, active
in giving recommendations, and be the escalation point for the project.
29. Question #1 - How to Reduce Complexity
Consider breaking up the project into distinct phases, where each phase has
fewer contributors
Consider breaking up the project into semi-independent projects running in
parallel, and having several TPMs in a hierarchy (one senior TPM leading
several junior TPMs) managing the projects
Consider using fewer contributors in the project at the expense of prolonging the
project further
30. Question #2 - How to Reduce Complexity
Consider negotiating before the project starts, even if some of those contributors
don’t have to engage until the latter part of the project lifecycle
Consider ways to increase the priority of the project so securing resources can
be made more appealing
Consider killing the project before it starts if the value is so low that teams are
hesitant to secure resources for it
31. Question #3 - How to Reduce Complexity
Consider agreeing what the project will not deliver, if you can’t agree what it will
deliver
Consider setting the expectations of project sponsors that the requirements are
to be determined later and the explanation of the risks that are involved with
that
Consider defining what success means (if requirements are not fully identified):
What can be done in certain time, What can be done with certain resources,
What problem needs to be solved, etc.
32. Question #4 - How to Reduce Complexity
Consider asking project sponsor for more time to inject as buffer, given the
morale and roadmap impact of a slipped project
Consider reducing requirements or adding resources so some buffer can be put
in place
Consider making sure project sponsored understand that the project is at high
risk of slipping, if reasonable buffer cannot be added (20% is generally
considered minimum)
33. Question #5 - How to Reduce Complexity
Consider negotiating conditional resourcing, that is, adding resources to the
project if certain events occur while executing the project
Consider reducing requirements or prolonging the project timeline to reduce
pressure on your resources
Consider make sure resources are not taken away and remain focussed on the
project with minimal distraction
34. Question #6 - How to Reduce Complexity
Consider characterizing this as a research project or POC (Proof of Concept),
which has flexibility in resources and timeline, and light on commitment to any
requirements
Consider making the timeline and resourcing conditional on possible design
decisions
Consider recruiting an experienced team to take the project through the design
phase
35. Question #7 - How to Reduce Complexity
Consider reviewing technology outside the company, or bringing in outside
expert in the area, to reduce this complexity
Consider increasing your buffer in anticipation of unforeseen events
Consider reducing your requirements to the bare minimum for the first release,
adding more features in subsequent releases
36. Question #8 - How to Reduce Complexity
Consider allocating some time for team to get familiar with the technology
Consider running training events like pair programming, feature presentations,
postmortems, code review sessions, and so on, to disseminate knowledge
quickly and widely
Consider reducing the scope of the project or executing it in phases, with the
easiest portions handled first
37. Question #9 - How to Reduce Complexity
Consider creating a reasonable number of milestones for the project so any
slippage can be detected early on
Consider increasing your buffer as your critical path gets closer to your full path
in size
Consider breaking down tasks to smaller sub-tasks, to improve the predictability
of timeline and to reduce the number of surprises
38. Question #10 - How to Reduce Complexity
Consider making this part of a larger project to increase the perceived value of
the project
Consider killing the project if the perceived value cannot be elevated
Consider other morale boosters for the team to keep them motivated
39. Question #11 - How to Reduce Complexity
Consider breaking up the project into several smaller projects each with one boss
Consider nominated an uber-boss from amongst the bosses, someone higher in
the chain of command, or have the TPM assume the role of the boss for this
project
Consider shortening the timeline of the project to reduce the risk of changes in
roadmap or resourcing within contributing teams
40. Question #12 - How to Reduce Complexity
Consider gaining better understanding of the non-technical aspects of the
project, including business impact, legal ramifications, customer impact, and
so on
Consider identifying and eliminating parts of the project that don’t have business
or customer impact, to make the project more focussed on what really matters
to the higher management
Consider breaking the project into smaller projects, so that each project has less
business impact or impacts fewer customer percentage