written assesment

PPMP 20014

Complex Project Management

Lecture 12 for Week 12

Prepared by:

Richard Egelstaff PMP, Ph.D (c), MBA (Adv), BA

Discipline Leader for Project Management,

School of Engineering & Technology

Higher Education Division

CQUniversity Rockhampton

Topics

• Where are we so far?

• Week’s Stuff

– Readings

– Study

– Reflections & Discussions

– Assignments

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Learning Outcomes

1. Explain the causes, environments, and properties of complex projects.

2. Identify different tools and techniques to aid a project manager manage complex projects.

3. Critically analyse whether different projects cases are complex projects.

4. Formulate, argue and defend a strategy that a project manager can apply to a complex project case study.

5. In a team analyse the root causes of failure with a number of sample complex project cases.

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PPMP20014

Complex Project Management

THE WEEK’S READINGS AND STUDY

Week 12 - Topic: Toward a Coherent Research Agenda and

Towards Project Management 2.0.

• Mandatory Readings: – Aspects of Complexity: Managing Projects in a

Complex World (2011) • Chapter 12 Toward a Coherent Research Agenda by Terry

Williams

• Chapter 13 Toward Project Management 2.0 by Terry Cooke- Davies

• Optional Readings – none

• 10th Discussion Forum

• 5th Quiz

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Chapter 12 Toward a Coherent Research Agenda by Terry

Williams

• Introduction

• Conceptual

• The People-Basis of Projects

• Managing Projects

• Other Issues

• The Future

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Chapter 12 Toward a Coherent Research Agenda by

Terry Williams

• The objective of the chapter is to review the previous 11 chapters and to try to identify where further research is needed and where the project management community could work to push forward the understanding of complex projects, and therefore our effective management of these projects.

• Chapter 12 leads into Chapter 13 so as to be able to provide advice for management and senior practitioners on how their practice needs to change in the face of increasing complexity.

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Chapter 13 Toward Project Management 2.0 by Terry

Cooke-Davies

• Introduction

• A Framework for Making Sense of Practice

• Organization Level – Policy

– Structure

– People

– Process

• Governance – Policy

– Structure

– People

– Process

• Program or Project – Policy

– Structure

– People

– Process

• Conclusion

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Chapter 13 Toward Project Management 2.0 by Terry

Cooke-Davies

• The objective of the chapter is to assemble the suggestions in the previous 12 chapters and arrange them into a framework that could possibly be considered as a direction for the development of the next generation of practices suitable for the management of complex projects.

• You could think about it, if you wished, as “project management 2.0.”

• PM 2.0 builds on and incorporates PM 1.x; it is still relevant to 80 percent or more of all projects and programs that do not warrant the label “complex.”.

• The combined insights from the practitioners and researchers in the book intends to provide help and advice for practitioners, for managers of practitioners, and for the project management research community.

• The contributors hope that the number of organizations that turn complexity into financial advantage will increase significantly.

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Table 13-1: Practices recommended in this book,

arranged by level and by area (p. 186)

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Table 13-1: Practices recommended in this book,

arranged by level and by area (p. 187)

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11th Discussion Forum

• In Chapter 11 Systems Engineering and Project Management by Andrew Daw, Professor Daw advocates that the systems engineer and the project manager establish a partnership of equals (p. 166). He then goes on to state that this partnership will "enable the appropriate emphasis and focus to be placed upon the necessary techniques and activities but with explicit concentration upon the support to decision making in the face of uncertainty, ambiguity, and incomplete knowledge and information".

• This sounds marvelous!

• Do you think it is marvelous and will this be a solution to the world of complex project management?

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Assessment 2: Written Assessment 50%

• Your task is to consider:- – the causes, environments, and properties of complex projects;

– different tools and techniques to aid a project manager manage complex projects;

– the degree and nature of the projects cases discussed in the unit in the context of the theories and ideas related to complex projects.

• Then you must write an essay describing how you consider the points above are related to:- – projects with lots of parts and interconnections;

– projects that contain a great deal of uncertainty;

– project that are heavily time-constrained.

• You should illustrate your points by identifying what are the causes, theories, tools and techniques, that might be relevant to complex projects. You should use examples taken from case studies and examples discussed during the unit.

• 5,000 words due in Week 12

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Summary

• Where are we so far?

• Week’s Stuff

– Readings

– Study

– Reflections & Discussions

– Assignments

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