Discussion forum
shobiii....
5thLectureWeek5.pptxPPMP 20014 Complex Project Management Lecture 5 for Week 5
By: Dr Ziyad Abunada
Lecturer in Project Management,
School of Engineering & Technology
Higher Education Division, CQUniversity
The purpose of these notes are to provide you (the lecturer) with that means of being able to structure your presentation to students.
It is expected that you will modify these notes according to your requirements. Feel free to delete or change anything that you want.
You can add new material. Modify the sequence within each week, but you cannot change the overall weekly structure that matches the topics as outlined in the Course Profile.
You could incorporate this material within a tutorial as well as a lecture. It is entirely up to you. This is why I use the term presentation, if you wish to use the same terminology with your students, then that’s fine. But make sure you don’t give their students these notes since they are addressed to you as the lecturer and not the students taking the course.
1
PPMP20014 Complex Project Management The week’s Readings and Study
2
Week 5 - Topic: Fear of Flying.
Mandatory Readings:
Aspects of Complexity: Managing Projects in a Complex World (2011)
Chapter 5 Fear of Flying by Stephen Carver and Harvey Maylor
Optional Readings:
Strategies for Managing the Structural and Dynamic Consequences of Project Complexity
This week tutorial will present how to write a good essay,
How to structure your written assignment, what are the main features to be included.
See the short video on Moodle
3
3
Chapter 5: Fear of Flying by Stephen Carver and Harvey Maylor
Introduction
The Accidental Profession
Rethinking Project (and Program and Portfolio) Management
Understanding the Managerial Context
Stage 1—Being MODeST
Stage 2—Being Comprehensive
Stage 3—Trying To Be Useful!
Reflections on the Use of the Typology
Implications of Assessment of Complexities
The Nature of the Processes or Systems Required To Run the Task
The Amount of Time and Effort Managing the Task Will Take
The Requirements of the Task Manager
Flying
Application of the Flying Analogy
Implications for Organizations
Conclusions
4
4
Chapter 5: Fear of Flying by Stephen Carver and Harvey Maylor
The chapter 5:
Starts with the question “what makes projects difficult to manage?”
Considers the structural and dynamic elements of complexity.
Classifies the experience and challenge of managers.
Applies an Analogy of Flying!
5
5
What makes Projects difficult to manage?
Structural and Dynamic elements
Frame them together and classify these elements.
Analogy of flying!
Success rate of projects still poor (32%)! Why do you think so?
Then, New way of managing projects is needed.
Rethinking PPPM;
Theory and Practice (what is the relationship!)
6
Rethinking between 20th and 21st Century!
Do the 21st century practitioners need same strategies as 20th century ones.
Will they use same tools for different type of projects?
20th century project management focused on Heavy-Handed and unintelligent application of tools.
New approach: Compliances versus convection!
This is Understanding the situation and work accordingly
One size does not fit all.
7
Recall the characteristics of complex projects
8
http://www.richardcorbridge.com/navigating-complex-uncertain-world /. Access: Jan.2019
How can we correlate this to the complexity type?
9
(Semenova,2014)
Understanding the management context
What exactly cause complexity
Go deeper and think about particular cause and type of complexity rather than general ones
This shows TWO types of complexity (Dynamic and Structural)!
What about the other complexities we studied? Are they included within these two? Or they are different
What is the combination of Dynamic and Structural complexity?
How they introduced the analogy of flying to represent this combination?
What is role of Project, Program, Portfolio Managers (PPM) under different condition?
10
Understanding the Managerial Context!
What makes project complex to manage?
Does complex equal complicated?
11
The Four Possible Combinations
Four Different combination of structural and Dynamic complex, resulting in matrix of complexity
12
How to deal with each condition Analogy of Flying!
Being MODeST
Being Comprehensive
Trying to be Useful
13
1- Being MODeST
How Structural complexity can leads to Dynamic complexity?
14
Origin of Dynamic Complexity= Unstable Structural
15
When elements of Structural complexity change with time it leads to Dynamic complexity
16
Unstable Structural complexity=Dynamic Complexity
17
Structural Complexity within the Project Complexity
2- Being Comprehensive
Levels of complexity:
1-Scale: How big is the task being undertaken
2-Uncertainity: Level of the unknown in tasks
3- Pace: The time required for delivery compared the natural time
4-Socio-political: The interaction between different parties associated with tasks
18
3- Trying to be Useful!
What makes a task complex to manage?
19
Combination of Dynamic and Structural
Type A:
Well bounded Project with well defined structure, stakeholders with minimum changes
Type B:
When many projects are linked together (program or Portfolio) with high interconnected works. However, it seems simple to manage
Type C:
As in ill defined requirements, stakeholders, technologies, policy and environment. Frequent change is likely to happen and traditional management may not work
Type D:
This might be a program and portfolio linked projects with high level of uncertainty and ill design. Greater level of importance
20
Implications of assessing complexities
To assess how the task could be manage:
The nature of processes or systems required to run the task
The amount of time and effort managing the task
The requirements of the task manager
21
The Flying Analogy
The pilot Vs the project manager
The initiation Vs the journey planning
Flight rules Vs. project procedures
Interrelated flights Vs. complexity and programs
Clear runaway Vs. enough resources available
Place to land Vs. handing over
Air traffic controller are not pilots, can handle many flights at once!
Weather Vs. risk
Radar Vs. Risk identification tools
Unexpected storms vs Unknowns unknowns
Severe weather leads to longer routs and Unexpected events lead to extra resources
22
22
Flight/ project analogy
23
The four generic types of management
24
Type A:
The pilot can manage the venture and lead to the destination
Type B:
The air traffic controller model to ensure the coordination of many projects and minimize the conflict between flights
Type C:
Fighter pilot needs planning skills as to accept some risk
Type D:
The war-room needs to manage external flights as well as internal ones in a challenging environment. Prediction, expecting, accepting high level of change
What type of pilot you are and Why?
25
The four generic types of management
For your written assignment!
Having identified the structural and dynamic matrix of project complexity, can you place the Climate Change in this matrix?
What level of complexity you think the Climate change is?
Place it in this map and explain how this can be justified
Use the examples of cases studies
Page 64-65.
26
Questions?
27
