Sources of complexity
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We have seen, scale and complexity become mutually reinforcing in large programs. New sources of complexity emerge that are not typically encountered in traditional scale projects. Even our traditional focus on metrics fails us when it comes to complexity The article highlights some sources of complexity in large engineering and construction programs
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1. introduction
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IT Project Management and Virtual Teams
Catherine M. Beise, PhD
Salisbury University
Salisbury, MD 21801 USA
01-410-548-4034
[email protected]
ABSTRACT
Project management methods and tools are increasingly relevant
as today’s globalized organizations accomplish more of their
goals using cross-functional, and often cross-cultural,
geographically dispersed, project teams. The increased diversity
of skills, knowledge, cultures, and perspectives of these project
teams can potentially have both positive and negative influences
on group processes and outcomes. The question that this
research-in-progress intends to address is: To what extent can and
do project management methods and tools benefit diverse virtual
teams while mitigating its challenges? In order to begin to answer
this question, this paper presents relevant background, a research
model, a methodology (currently in progress), and potential
contributions. The initial methodology involves a study of IT
project teams working on a common database design project
whose members are using electronic tools to communicate,
collaborate, and coordinate. The results of the study should
provide useful information to practitioners and researchers
regarding project management and virtual teams.
Categories and Subject Descriptors:
K-6.1 [Project and People Management]
General Terms:
Management, Performance, Design
Keywords:
Project management, virtual teams, software teams.
1. INTRODUCTION
Much of the work done in today’s increasingly geographically
distributed organizations is accomplished by work groups, often
formalized as project teams. In order to achieve the assigned tasks
and goals, a cross-section of skills, knowledge, and perspectives is
often required. Thus, team members may be selected from
multiple functional areas, from different locations, and often from
diverse demographic and cultural backgrounds. Project teams are
often managed using formal project management methodologies,
such as those derived from the Project Management Body of
Knowledge (PMBOK) [1]. Such methods have evolved due to the
need to monitor and control complex projects, and to maintain
budgets and schedules while ensuring quality, which have all
grown in importance as critical success factors in the competitive
global workplace.
Permission to make digital or hard copies of all or part of this work for
personal or classroom use is granted without fee provided that copies are
not made or distributed for profit or commercial advantage and that copies
bear this notice and the full citation on the first page. To copy otherwise,
or republish, to post on servers or to redistribute to lists, requires prior
specific permission and/or a fee.
SIGMIS’04, April 22–24, 2004, Tucson, Arizona, USA.
Copyright 2004 ACM 1-58113-847-4/04/0004…$5.00.
At the same time, the globalization of project teams has increased
demographic and cultural diversity, which can create ...
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Student 1 Hi,Project is a temporary goal that a team or an .docx
Student 1:
Hi,
Project is a temporary goal that a team or an organization undertakes in order to create a unique product or service. A project different from a day-to-day activity, this is because project(s) are temporary, it will have a start, a goal, a defined objective, and a scope that must be achieved by the defined end time (Project Management Institute, n.d.). On top of the above-mentioned, projects heavily rely on the effective management of triple-constants, time, quality & cost. The key attributes of a project are that,
1. A project will always have a start and end dates
2. Requires resources from multiple teams or areas in an organization to achieve one common goal
3. Involves uncertainty and changes to scope
4. Has budget limitation that impacts utilization of resources and supplies
5. Will always need a stakeholder or a sponsor
In my experience, I learnt that he role of top management / business leadership commitment is key for a project to yield fruitful results as many projects aren’t completed due to lack of leadership support & commitment. Involvement of top management in our project helped us team in getting key decisions and changes related to infrastructure, architecture, network & operations quickly. Leadership involvement during initiation/kick-off ensured that the impacted teams that are on the other side of the organization co-operated more readily than usual. Having the top management involved in the project helped our team in getting additional resources and support when required that otherwise could have resulted in delay or even termination of the project. IT projects are filled with unique challenges in every step, some of them are,
1. Scope change in the middle of the project
2. Delivery delays due to miscommunication of scope between impacted teams (Ramachandran, 2017)
3. Remote stakeholders that make output delivery and decision-making difficult (Ramachandran, 2017)
Absence of pre-defined project management practices that jeopardizes the delivery when blockers appear (Ramachandran, 2017)
Thanks,
Vamshi
References
Project Management Institute. (n.d.). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Ramachandran, K. (2017, September 18). 5 IT Project Management Challenges and How to Overcome Them. Retrieved from Capterra: https://blog.capterra.com/it-project-management-challenges-and-how-to-overcome-them/
Student 2:
IT Management
What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs?
A project is a venture towards developing a certain product or services which is unique, is a mostly a collaborative practice which is planned and organized to follow particular order so as to achieve. For an activity to be referred to as a project, there are some attributes that must be displayed. This includes; projects are unique and mostly temporary because .
Application of system life cycle processes to large complex engineering and c...
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
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The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
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This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
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• Pure construction contract
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This document reviews literature on quantifying constraints that cause delays in infrastructure construction projects. It discusses several papers that identify key constraints such as financial issues, resource limitations, and information flow problems. The document aims to quantify different delay constraints for infrastructure projects and recommend corrective measures. It proposes using a questionnaire survey and relative importance index method to analyze constraints and their impacts on project delays. Identifying and addressing constraints early in project planning can help reduce uncertainties and improve performance.
Risk factorserp sumner
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1. introduction
This document provides an overview of IT project management. It describes the scope of project management and defines it as applying knowledge, skills, tools, and techniques to project activities to meet requirements. It discusses why IT projects often fail, citing factors like changing technology and markets. The document also outlines the project life cycle, systems development life cycle, PMBOK knowledge areas and process groups, and trends in software project management like agile methods.
Project proposal template 21
This document is an IT project proposal form for a project at Old Dominion University. It requests information such as the business case, strategic goals, scope, deliverables, risks, assumptions, constraints, stakeholders, and a project evaluation. The form is submitted to the Project Review Team and Project Management Office for review and approval in order to gain initial agreement and begin the planning process.
02_Ch2a.pptx
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IT Project Management and Virtual Teams Catherine M. Beise, .docx
IT Project Management and Virtual Teams
Catherine M. Beise, PhD
Salisbury University
Salisbury, MD 21801 USA
01-410-548-4034
[email protected]
ABSTRACT
Project management methods and tools are increasingly relevant
as today’s globalized organizations accomplish more of their
goals using cross-functional, and often cross-cultural,
geographically dispersed, project teams. The increased diversity
of skills, knowledge, cultures, and perspectives of these project
teams can potentially have both positive and negative influences
on group processes and outcomes. The question that this
research-in-progress intends to address is: To what extent can and
do project management methods and tools benefit diverse virtual
teams while mitigating its challenges? In order to begin to answer
this question, this paper presents relevant background, a research
model, a methodology (currently in progress), and potential
contributions. The initial methodology involves a study of IT
project teams working on a common database design project
whose members are using electronic tools to communicate,
collaborate, and coordinate. The results of the study should
provide useful information to practitioners and researchers
regarding project management and virtual teams.
Categories and Subject Descriptors:
K-6.1 [Project and People Management]
General Terms:
Management, Performance, Design
Keywords:
Project management, virtual teams, software teams.
1. INTRODUCTION
Much of the work done in today’s increasingly geographically
distributed organizations is accomplished by work groups, often
formalized as project teams. In order to achieve the assigned tasks
and goals, a cross-section of skills, knowledge, and perspectives is
often required. Thus, team members may be selected from
multiple functional areas, from different locations, and often from
diverse demographic and cultural backgrounds. Project teams are
often managed using formal project management methodologies,
such as those derived from the Project Management Body of
Knowledge (PMBOK) [1]. Such methods have evolved due to the
need to monitor and control complex projects, and to maintain
budgets and schedules while ensuring quality, which have all
grown in importance as critical success factors in the competitive
global workplace.
Permission to make digital or hard copies of all or part of this work for
personal or classroom use is granted without fee provided that copies are
not made or distributed for profit or commercial advantage and that copies
bear this notice and the full citation on the first page. To copy otherwise,
or republish, to post on servers or to redistribute to lists, requires prior
specific permission and/or a fee.
SIGMIS’04, April 22–24, 2004, Tucson, Arizona, USA.
Copyright 2004 ACM 1-58113-847-4/04/0004…$5.00.
At the same time, the globalization of project teams has increased
demographic and cultural diversity, which can create ...
Sources of errors in distributed development projects implications for colla...
Concise Representation of research paper titled as "Sources of errors in distributed development projects implications for collaborative tools"
Student 1 Hi,Project is a temporary goal that a team or an .docx
Student 1:
Hi,
Project is a temporary goal that a team or an organization undertakes in order to create a unique product or service. A project different from a day-to-day activity, this is because project(s) are temporary, it will have a start, a goal, a defined objective, and a scope that must be achieved by the defined end time (Project Management Institute, n.d.). On top of the above-mentioned, projects heavily rely on the effective management of triple-constants, time, quality & cost. The key attributes of a project are that,
1. A project will always have a start and end dates
2. Requires resources from multiple teams or areas in an organization to achieve one common goal
3. Involves uncertainty and changes to scope
4. Has budget limitation that impacts utilization of resources and supplies
5. Will always need a stakeholder or a sponsor
In my experience, I learnt that he role of top management / business leadership commitment is key for a project to yield fruitful results as many projects aren’t completed due to lack of leadership support & commitment. Involvement of top management in our project helped us team in getting key decisions and changes related to infrastructure, architecture, network & operations quickly. Leadership involvement during initiation/kick-off ensured that the impacted teams that are on the other side of the organization co-operated more readily than usual. Having the top management involved in the project helped our team in getting additional resources and support when required that otherwise could have resulted in delay or even termination of the project. IT projects are filled with unique challenges in every step, some of them are,
1. Scope change in the middle of the project
2. Delivery delays due to miscommunication of scope between impacted teams (Ramachandran, 2017)
3. Remote stakeholders that make output delivery and decision-making difficult (Ramachandran, 2017)
Absence of pre-defined project management practices that jeopardizes the delivery when blockers appear (Ramachandran, 2017)
Thanks,
Vamshi
References
Project Management Institute. (n.d.). What is Project Management? Retrieved from Project Management Institute: https://www.pmi.org/about/learn-about-pmi/what-is-project-management
Ramachandran, K. (2017, September 18). 5 IT Project Management Challenges and How to Overcome Them. Retrieved from Capterra: https://blog.capterra.com/it-project-management-challenges-and-how-to-overcome-them/
Student 2:
IT Management
What is a project, and what are its main attributes? How is a project different from what most people do in their day-to-day jobs?
A project is a venture towards developing a certain product or services which is unique, is a mostly a collaborative practice which is planned and organized to follow particular order so as to achieve. For an activity to be referred to as a project, there are some attributes that must be displayed. This includes; projects are unique and mostly temporary because .
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IT Project Management and Virtual Teams Catherine M. Beise, .docx
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More from Bob Prieto
Application of system life cycle processes to large complex engineering and c...
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
Engineering and construction project startup
This paper looks at engineering and construction project startup for three different project execution approaches. While specific to this industry, project professionals in other industries may find it is a good analog for their own efforts.
The paper underscores that:
• Large complex projects require strong foundations
• A day at the beginning of a project is just as valuable as a day at the end
• Strong project foundations are built during project startup
• Vertical startup is enabled by the use of a dedicated startup team
• Project startup should consider lessons learned on other projects
This paper addresses project startup for three general types of contracts:
• Pure design or engineering contracts typically performed for the Owner
• Design/build contracts performed for the Owner but recognizes that engineering may be undertaken by an engineering subcontractor within the D/B team
• Pure construction contract
Deeper look at the physics of projects
I have previously written about the transition that I believe is necessary in project management thinking related to large complex projects. In those writing I describe the shift as analogous to the shift from Newtonian to relativistic physics. Subsequently, I have compared the nature of large complex programs to open systems. Reflecting back, classical project management theory was very much based on closed systems thinking and early applications of systems thinking to projects and engineering was also very much based on closed systems thinking.
This is analogous to the closed systems of Newton and Einstein’s correction of his original General Theory of Relativity through the introduction of the cosmological constant to close a system which he believed behaved mechanistically and not expanding. In hindsight the cosmological constant was not necessary but does suggest some properties of the universe and became relevant in explaining an accelerating expansion of the universe. Subsequently, there was at least one special case where the deterministic nature of a closed system broke down when considering General Relativity suggesting at least some open nature to this system.
Systems nature of large complex projects
This document discusses the systems nature of large complex programs. It argues that large complex programs behave as open systems rather than closed systems as traditional project management theory assumes. Key characteristics of large complex programs aligned with general systems theory include embracing uncertainty and change, having fluid boundaries, and demonstrating emergent properties. Adopting a systems approach requires thinking strategically and using tools like soft systems methodology to manage complexity. Large complex programs benefit from understanding interactions between elements at different levels and preparing for irregular and unexpected operations.
Governance of mega and giga programs
In the engineering and construction industry governance needs and requirements exist at
multiple levels. These include:
• Governmental and industry level governance (laws, regulations, codes, standards)
• Enterprise level (encompassing social (stakeholder), political, economic (market,
shareholder, financial institutions), cultural (corporate and national/local),
technological)
• Portfolio and programs
• Project
This paper focuses on the portfolio and program level, collectively referred to as program in
this paper.
Strengthen outcome based capital project delivery
The document discusses outcomes-based contracting, which ties payment to achieving defined outcomes rather than activities or tasks. It provides definitions of outcomes-based contracting from various sectors such as construction, defense, healthcare, and social services. The key aspects are that outcomes-based contracts incentivize contractors to deliver the intended results or business outcomes, rather than just outputs or deliverables. A range of strategies are available, with the core principle being payment based on achievement of measurable performance metrics or outcomes.
Rethinking Interface Management
Today’s infrastructure and facilities are “smart”. At least that is our objective as we seek to enhance lifecycle performance and capital efficiency. These “smart” facilities transcend any given sector and bring new challenges to the engineering and construction industry. In some ways our more traditional projects are today outcomes focused or capabilities delivering IT projects with bits of concrete and steel wrapped around them!
This “smart” focus is not limited to just a technology and systems dimension but goes further, demanding an increased and increasing environmental, social and governance (ESG) focus as well. Together “smart” and ESG create a greatly expanded set of interfaces for program and project managers to manage.
Rework in Engineering & Construction Projects
This document discusses rework in engineering and construction projects. It categorizes rework factors into four broad categories: project, human, organizational, and complexity. It identifies impacts of rework such as delays, increased costs, and reduced morale. The document then provides two examples of rework challenges and responses. Finally, it suggests 48 control points to reduce rework throughout the project lifecycle, including strengthening project foundations, increasing focus on project "flows", engaging stakeholders, ensuring technical robustness, and readying construction execution.
Reversing Global Warming
In this paper I will attempt to:
• Outline some of the systems of systems challenges that we will likely face.
• Discuss the emergent nature of both the challenges as well as the potential resultant outcomes.
• Draw attention to some of the driving forces acting both on this system of systems as well as the national and sectoral programs that may emerge to respond to this challenge.
• Highlight some of the feedback loops which may exist or emerge from both apparent and hidden coupling.
• Discuss system of system risks, program risks and where our perceptions and appetite for such risks may change over time.
• Outline some particular challenges for program managers as they are engaged in addressing this challenge.
Improving infrastructure project success
A growing world requires improved and expanded infrastructure. Juxtapose that with the need for massive public investment driven by pandemic created economic weakness and the prospects for significant investment in infrastructure is improved, but as history has taught us not necessarily assured.
We have been through other infrastructure stimulus programs focused on so-called shovel ready projects and have been disappointed. But whether we define them as “shovel ready” or otherwise we need infrastructure projects, especially the largest of them, to be successful.
In this paper we will look at common reasons large scale infrastructure projects fail and importantly suggest some strategies and tactics to improve their success rate.
Large complex project success
This paper builds on my beliefs that the prevailing theory of project management has failed us with respect to large complex projects. I have written extensively on this including highlighting that the assumptions of Gantt and Fayol fall short at scale and complexity. In this paper I examine the successes that underpin modern project management theory and seek to understand how the resulting approach to project management has failed to deliver comparable successes with regularity. As I explored these questions, I sought to understand the unique characteristics of the Atlas and Polaris missile programs; the subsequent institutionalization of the perceived success factors; and importantly, did perception and reality align. In other words, have we made an incomplete set of assumptions and institutionalized them?
Impact of correlation on risks in programs and projects
One of the most under considered elements of cost and schedule risk is the correlation that exists within various WBS elements of a project or across projects comprising a program. Failure to adequately consider correlation between various activities and projects compounds the impact of other factors present in large complex projects.
Decision Making Under Uncertainty
This paper looks at the special case of decision making under uncertainty. The relationship between uncertainty and complexity is explored as is their joint relationship with large complex projects. The importance of getting these projects well founded from an ability to manage uncertainty is discussed and the aspects of these strong foundations is described
Post Dorian Engineering & Construction in the Bahamas
As the task of recovery and rebuilding in the Bahamas post hurricane Dorian begins, it is important to understand that it cannot be business as usual. The increasing frequency and severity of hurricanes, driven by global climate change, cannot be ignored. Building codes will have to be further strengthened and development in coastal areas rethought.
Debating project decisions in an ai enabled environment
An AI assistant like IBM's Debater can help challenge project decisions from multiple perspectives, enriching the human decision process. The author advocates adopting different lenses like ESPRIT (economic, social, political, religious, intellectual, technological) to examine a project's foundations. An AI assistant debating from varied viewpoints could provide broader knowledge than humans alone while still allowing humans to make the final call. Such debates improve critical thinking, alignment around key drivers, and the quality and rationale of decisions through a collaborative learning process.
Chapters 11 12 13
We have seen a construct for the management of large
complex projects laid out in the earlier chapters. In these chapters we will simply lay out some of the main concepts and
considerations for a practitioner. Each of these can be more
extensively developed.
Chapter 10
In the world of physics, classical theory breaks down at
scale. Conventional project management theory similarly
seems to break down at scale. The theoretical construct I
have been building to in this book is very much focused on this
project realm where scale and complexity rule.
In developing this theoretical construct I have essentially
considered three simple hypotheses, the first of which is:
Large complex projects are not well served by
conventional project management theory and
practice.
This hypothesis was demonstrated at the outset of this
book and the differential behavior between large and
traditionally scaled projects has been previously noted.
The second hypothesis considered relates to the Theory of
Management as applied to the management of projects. In
simplest terms this hypothesis says:
- The Theory of Project Management does not draw
fully on the richness of the Theory of Management
This hypothesis is demonstrated as we explored the
extensions of the Theory of Management to address chaos and
complexity and the more limited extensions of project
management theory.
The third and final hypothesis we considered focused on
the Theory of Projects, positing:
Large complex projects have significantly different
attributes than the more traditional projects which
comprise the basis for classical project management
theory
Chapter 9
This chapter summarizes various aspects of large
projects and provides a foundation to consider what a new
Theory of Project Management for large complex projects may
look like.
Chapter 8
In this chapter we will look at a few of the project attributes
that we observe in large complex projects and suggest they
may serve as a basis for a neo-classical Theory of Large
Complex Projects.
Theory of Management of Large Complex Projects - Chapter 7
The world of large complex projects is challenging to say the least with a majority of these projects significantly under performing. It is this weak performance regime that underpins the key premise of "Theory of Management of Large Complex Projects" – project management theory as it currently exists and is applied to large complex projects falls short, significantly short, of what these projects require.
I have decided to serialize this book for the benefit of those interested in better understanding and improving project performance. If you are interested in purchasing a copy of the 400 page paperback you may click on http://www.lulu.com/us/en/shop/bob-prieto/theory-of-management-of-large-complex-projects/paperback/product-22342232.html
More from Bob Prieto (20)
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this ppt explains about scaling parameters of the mosfet it is basically vlsi subject
Software Engineering and Project Management - Introduction, Modeling Concepts...
Introduction, Modeling Concepts and Class Modeling: What is Object orientation? What is OO development? OO Themes; Evidence for usefulness of OO development; OO modeling history. Modeling
as Design technique: Modeling, abstraction, The Three models. Class Modeling: Object and Class Concept, Link and associations concepts, Generalization and Inheritance, A sample class model, Navigation of class models, and UML diagrams
Building the Analysis Models: Requirement Analysis, Analysis Model Approaches, Data modeling Concepts, Object Oriented Analysis, Scenario-Based Modeling, Flow-Oriented Modeling, class Based Modeling, Creating a Behavioral Model.
Null Bangalore | Pentesters Approach to AWS IAM
#Abstract:
- Learn more about the real-world methods for auditing AWS IAM (Identity and Access Management) as a pentester. So let us proceed with a brief discussion of IAM as well as some typical misconfigurations and their potential exploits in order to reinforce the understanding of IAM security best practices.
- Gain actionable insights into AWS IAM policies and roles, using hands on approach.
#Prerequisites:
- Basic understanding of AWS services and architecture
- Familiarity with cloud security concepts
- Experience using the AWS Management Console or AWS CLI.
- For hands on lab create account on [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
# Scenario Covered:
- Basics of IAM in AWS
- Implementing IAM Policies with Least Privilege to Manage S3 Bucket
- Objective: Create an S3 bucket with least privilege IAM policy and validate access.
- Steps:
- Create S3 bucket.
- Attach least privilege policy to IAM user.
- Validate access.
- Exploiting IAM PassRole Misconfiguration
-Allows a user to pass a specific IAM role to an AWS service (ec2), typically used for service access delegation. Then exploit PassRole Misconfiguration granting unauthorized access to sensitive resources.
- Objective: Demonstrate how a PassRole misconfiguration can grant unauthorized access.
- Steps:
- Allow user to pass IAM role to EC2.
- Exploit misconfiguration for unauthorized access.
- Access sensitive resources.
- Exploiting IAM AssumeRole Misconfiguration with Overly Permissive Role
- An overly permissive IAM role configuration can lead to privilege escalation by creating a role with administrative privileges and allow a user to assume this role.
- Objective: Show how overly permissive IAM roles can lead to privilege escalation.
- Steps:
- Create role with administrative privileges.
- Allow user to assume the role.
- Perform administrative actions.
- Differentiation between PassRole vs AssumeRole
Try at [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
AI-Based Home Security System : Home security
Home security is of paramount importance in today's world, where we rely more on technology, home
security is crucial. Using technology to make homes safer and easier to control from anywhere is
important. Home security is important for the occupant’s safety. In this paper, we came up with a low cost,
AI based model home security system. The system has a user-friendly interface, allowing users to start
model training and face detection with simple keyboard commands. Our goal is to introduce an innovative
home security system using facial recognition technology. Unlike traditional systems, this system trains
and saves images of friends and family members. The system scans this folder to recognize familiar faces
and provides real-time monitoring. If an unfamiliar face is detected, it promptly sends an email alert,
ensuring a proactive response to potential security threats.
Generative AI Use cases applications solutions and implementation.pdf
Generative AI solutions encompass a range of capabilities from content creation to complex problem-solving across industries. Implementing generative AI involves identifying specific business needs, developing tailored AI models using techniques like GANs and VAEs, and integrating these models into existing workflows. Data quality and continuous model refinement are crucial for effective implementation. Businesses must also consider ethical implications and ensure transparency in AI decision-making. Generative AI's implementation aims to enhance efficiency, creativity, and innovation by leveraging autonomous generation and sophisticated learning algorithms to meet diverse business challenges.
https://www.leewayhertz.com/generative-ai-use-cases-and-applications/
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Sources of complexity
- 1. 1 Sources of Complexity Bob Prieto Chairman & CEO Strategic Program Management LLC We have seen, scale and complexity become mutually reinforcing in large programs. New sources of complexity emerge that are not typically encountered in traditional scale projects. Even our traditional focus on metrics fails us when it comes to complexity. How much complexity does a project have? Does it change over time? What are the principle drivers of complexity? How does complexity in one project compare to another? How does complexity in one project execution approach compare to another? The questions continue but our management of complexity in large scale programs remains challenged. New challenges require new solutions but these have not come fast enough in the world of large projects. The table below highlights some sources of complexity in large engineering and construction programs. Much must be done if we are to improve the performance of these large scale projects.
- 2. 2 Sources of Complexity in Large Engineering & Construction Programs Strategic Business Outcomes(SBO) Organizational Ambiguity; visibility; lack of alignment SBO migration over time Conflicting SBOs Competitive landscape changes Market migration Economic susceptibility (local; global) Owner complexity (JV; alliance; state owned enterprise) Scope/reach of defined outcomes Shared understanding of program management inadequate Clarity of roles and responsibilities inadequate Resistance to change Value destroying processes and procedures
- 3. 3 Sources of Complexity in Large Engineering & Construction Programs Political Lack of sense of urgency Stress level; team fatigue Silos that impact communication and knowledge sharing Cultural issues Number of locations Distance of program from day- to-day business Workshare systems and process experience and effectiveness inadequate Duplication of efforts (Owner/PMC) Duplication of efforts (PMC/suppliers) Risk aversion vs. risk management Degree of political sensitivity (project or key supply locations) Political stability (number of relevant political players; number of election cycles or other anticipated changes of government)
- 4. 4 Sources of Complexity in Large Engineering & Construction Programs Project Portfolio Program Execution Role in power struggles Sustainability of political will Role of supply chain in international relations (enabler or held hostage) Extent of capacity building and feedback role Number of projects Precedences and interdependencies Uncertainties of assumptions and data Sophistication of modeling and analysis Assumption migration Definition of “white space” Number of constraints Cyclomatic complexity Structural complexity of program plan, WBS, and schedule Degree of shared constraints (first; second; third order) Degree of constraint coupling
- 5. 5 Sources of Complexity in Large Engineering & Construction Programs (direct and indirect) Number of changes Supply chain resiliency; extent of common failure modes (common sub-tier sourcing) Depth of labor pool (total and critical skills) Labor predictability (labor action; productivity) Physical complexity of projects comprising the program (footprint; degree of temporary construction; duration of discrete work activities (duration of transition phases)) Specialized equipment availability and lead times Permitting and regulatory complexity; timeliness Logistical congestion and chokepoints Flexibility of sequencing Financial and financing constraints Regulatory constraints
- 6. 6 Sources of Complexity in Large Engineering & Construction Programs Technological Environmental Management tools and systems not adequately integrated Shallow risk management Extent of feedback mechanisms Distance of projects and key supply locations from day-today operations New process New tools Technical design basis not fixed Prototyping, planning, and analysis inadequate Specialized materials or skills Limited number of suppliers IT complexity Systems integration extent Extent of regulatory processes Number of significant issues Effective footprint Duration of impacts
- 7. 7 I am sure I could continue to add to this list, but the essential point is that large projects are different and the approach to their management must similarly be different. The challenges and opportunities are different. Scaling matters, most importantly, because of the hidden dimensions that it allows to unfold. For a fresh look at how the management of large projects must change read The Theory of Management of Large Complex Projects. http://www.lulu.com/shop/bob- prieto/theory-of-management-of-large-complex-projects/paperback/product- 22342232.html Table 2- 2 Sources of Complexity in Large Engineering & nstruction Programs3