Uploaded byIslam Hedjazy
Project complexity
The document discusses project complexity and its management, highlighting the factors impacting projects such as human behavior, organizational structure, and diverse stakeholder agendas. It emphasizes the importance of effective communication, risk analysis, and continuous complexity assessment to navigate challenges in project management. Additionally, it provides practical solutions and scenarios for addressing complexities that arise during project execution.
Project complexity
- 1. NAVIGATING COMPLEXITY FORMANAGING PROJECTS, PROGRAMS, AND PORTFOLIOS PROJECT COMPLEXITY AND WHY MY PROJECT IS HINDERED By Islam Hedjazy With reference to Navigating complexity: A practice guide – PMI
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- 5. HUMAN BEHAVIOR • Unrealisticstakeholders • Misunderstanding • No organizational support • Insufficient experience • Lack of discipline Islam.Hedjazy@Hotmail.com
- 6. HUMAN BEHAVIOR • Individualbehavior • Optimism bias and underestimation planning • Anchoring • Framing effect • Loss aversion • Resistance to change • Misrepresentation Islam.Hedjazy@Hotmail.com
- 7. HUMAN BEHAVIOR • Group/Organizational/PoliticalBehavior • Tribal mindset • Groupthink • Group shift • Self-organization • Lack of stakeholder’s commitment Islam.Hedjazy@Hotmail.com
- 8. HUMAN BEHAVIOR • Communicationand control • Virtual teams • Varying legal perspectives • Culture diversity Islam.Hedjazy@Hotmail.com
- 9. HUMAN BEHAVIOR • OrganizationalDesign and development • Misalignment • Opacity Islam.Hedjazy@Hotmail.com
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- 11. SYSTEM BEHAVIOR • Connectedness •Dependency • System dynamics Islam.Hedjazy@Hotmail.com
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- 13. STAKEHOLDERS • Diverse agendas •Social & political interactions Islam.Hedjazy@Hotmail.com
- 14. SCOPE • Defining projectscope • Scope deviations affect: • Constraints • Cost baselines • Quality • Time schedule Islam.Hedjazy@Hotmail.com
- 15. COMMUNICATION • Multi-geographical programs •Diverse languages and cultures • Virtual teams • Accessibility to project info Islam.Hedjazy@Hotmail.com
- 16. RISK • Complex conditions •Unpredicted situations • Non-iterative risk analysis Islam.Hedjazy@Hotmail.com
- 17. USEFUL PRACTICES • Optimizeorganizational structure • Research prior approval • Personnel matching • Listen to experts • Manage integration effectively Islam.Hedjazy@Hotmail.com
- 18. USEFUL PRACTICES • Changemanagement for organizations • Resilient mindset • Small signs signify major changes • Avoid oversimplification • Reflective thinking Islam.Hedjazy@Hotmail.com
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- 20. COMPLEXITY ASSESSMENT CYCLEPROCESS Review complexity Complete assessment Link assessment to scenarios Apply critical thinking Build action plans Continually assess the outcomes Islam.Hedjazy@Hotmail.com
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- 22. COMPLEXITY SCENARIOS ANDMAPPING EXAMPLES • Scenario#1 • Project requirements change frequently • Scenario#2 • project will not deliver customer’s needs. • Scenario#3 • combination of Not experienced interconnected components. • Lack of skills/experience. Islam.Hedjazy@Hotmail.com
- 23. COMPLEXITY SCENARIOS ANDMAPPING EXAMPLES • Scenario#4 • Technologies are outdated before the project delivery • Scenario#5 • Team members are different culture, language, etc. • Scenario#6 Islam.Hedjazy@Hotmail.com
- 24. COMPLEXITY SCENARIOS ANDMAPPING EXAMPLES • Scenario#7 • Scenario#8 • Scenario#9 • Scenario#10 • Scenario#11 • Scenario#12 Islam.Hedjazy@Hotmail.com
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- 26. REFERENCES • PMBOK –4th Edition. • PMBOK – 5th Edition • Navigating complexity: A practice guide - PMI • Critical thinking Articles • Project closure documentations Islam.Hedjazy@Hotmail.com
- 27. ABOUT THE AUTHOR • SAIB– IT project manager • Freelance – Trainer • Islam.Hedjazy@hotmail.com Brief introduction Islam.Hedjazy@Hotmail.com