Discussion Forum
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WEEK2LectureSlides.pptxPPMP 20014 Complex Project Management Lecture 2 for Week 2
By:
Dr Ziyad Abunada
Lecturer in Project Management,
School of Engineering & Technology
Higher Education Division
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Mandatory Readings:
Chapter 2: Managing Projects With High Complexity by: Stephen Hayes and Daniel Bennett
Optional Readings
Ackermann F., & Alexander J. 2016
"Researching complex projects: Using causal mapping to take a systems perspective" International Journal of Project Management Volume 34, Issue 6, August 2016, Pages 891-901
YouTube Videos (See Moodle)
1st Discussion Forum (See Moodle)
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Chapter 2: Managing Projects With High Complexity by Stephen Hayes and Daniel Bennett
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(p. 17) The questions this chapter is addressing:
How does the presence of a high degree of complexity influence the behavior and practice of PMs?
What does it feel like to be a program manager in a complex project?
What are the key elements that help or hinder a program manager?
How does a project manager influence his environment to better manage the affects of complexity?
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Chapter 2: Managing Projects With High Complexity by Stephen Hayes and Daniel Bennett
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International Centre for Complex Project Management (ICCPM)
Created in 2007:
Australian Department of Defence (Defence Materiel Organisation);
UK Ministry of Defence;
US Department of Defense;
Canadian National Defence;
Defence industry as part of the Australian Department of Defence’s Complex Project Management Initiative.
Australian Parliament via a Deed of Agreement between the Centre and the Defence Material Organisation
The rationale is to create an independent, international, not-for-profit organisation that would support both government and industry’s ability to better deliver complex projects:
Develop and sustain effective collaborations;
Educate and develop leaders and organisations on issues of complexity and managing complex programs;
Develop and disseminate practical knowledge and solutions.
Main areas now:
Education
Solutions
Resources
Research
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Recall what complex projects are:
People perceive situations as complex if the situation is unclear, highly complex, or paradoxical, or there are differing interpretations (Pich et al., 2002)
Can be characterized by uncertainty, ambiguity, with emergent dynamic interfaces, influenced by significant political or external changes; Its not a name, it’s a characteristic of complex project!
Run over a period which exceeds the product life cycles of the technologies involved or where significant integration issues exist;
Defined by effect (benefit and value) but not by solution (product) at inception.
These intrinsic issues can result from uncertainty; a lack of data, information, and knowledge about a given situation; or ambiguity, different interpretations of the same situation
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Key Issues as Highlighted by ICCPM Roundtables
Unaccommodated or misaligned stakeholder views of success.
Tension between product success and project success.
Political and public relations pressure militating against doing the right thing.
Lack of understanding or acknowledgment of nontechnical risk.
Use of competition as a weapon.
Institutionalized procurement practices.
Few project managers are equipped to be project delivery leaders.
Lack of opportunity for engagement between government and industry.
Future capability (projects) is predicated on attaining rational estimates.
Current tools and decision processes unsuitable for analyzing uncertainty.
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Chapter 2: Managing Projects With High Complexity by Stephen Hayes and Daniel Bennett
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ICCPM Outcomes
Stakeholders numbers, views and expectations
Product Success versus Project Success.
Political and Public relations pressure
Nontechnical Risks.
Competition as a weapon
Institutional Practices (Agile concept)
Project Managers experience and skills (leadership)
Government and Industry Relations
Tools for analysing uncertainties
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These elements will go to your 1st discussion forum. Its required to apply and reflect these outcomes to the case of climate change and map these factors within the cc issue.
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Stakeholders numbers, views and expectations
Stakeholder benefits and the measures of success and failure.
Complex projects are all have large number of stakeholders.
Broad range of interests, issues and level of activism
Some are powerful and influential with indirect involvement
Project managers normally have no responsibility over the key stakeholders
Stakeholders cant be held accountable or blamed
Manage stakeholders (recall from PPMP20007,20009)
Identifying Stakeholders
Prioritizing Stakeholders
Understanding Stakeholders
Key stakeholders can make or break the success of a project.
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Stakeholder analysis to consider:
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Scale of Stakeholders
Pay attention to entire Stakeholders
Highlight the Stakeholders’ benefit.
Accountability of the stakeholders
The USA Space program case proves a good example (page 20)
Stakeholder Analysis
Stakeholder Analysis
The Power / Interest Grid
Keep Satisfied
Power
Interest
Low
High
High
High Powered, Less Interested stakeholders
Can “make or break” your project
Need to make some effort to satisfy them but not to bore them
May not be involved until end of project
Stakeholder Analysis
Stakeholder Analysis
The Power / Interest Grid
Manage Closely
Power
Interest
Low
High
High
High Powered, High Interest stakeholders
Can “make or break” your project
Need to make greatest effort to satisfy their needs
May change their mind rapidly
Stakeholder Analysis
Stakeholder Analysis
The Power / Interest Grid
Monitor
Power
Interest
Low
High
High
Limited Power, Low Interest
May not be interested to be involved in the project
Provide just enough information (but not too detailed)
Stakeholder Analysis
Stakeholder Analysis
The Power / Interest Grid
Keep Informed
Power
Interest
Low
High
High
Limited Power, High Interest
Very keen to be involved in the project
May be technically astute and may offer help and assistance
May provide hidden opportunities
ICCPM Outcomes
Stakeholders numbers, views and expectations
Product Success versus Project Success.
Political and Public relations
Nontechnical Risks.
Competition as a weapon
Institutional Practices (Agile concept)
Project Managers experience and skills (leadership)
Government and Industry Relations
Tools for analysing uncertainties
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2. Tension Between Product Success & Project Success
Project Success is not Project Value
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| Project Manager | Product Manager |
| He/she is usually focused on delivering the pre-defined scope; | He/she is continually identifying the next most valuable thing; |
| Success = delivering the scope on time and on budget | Success = continuously delivering value/benefits |
Clash of paradigms due to stakeholders various interests
Private interest versus public one
Product versus project outcome
Incomplete view to the product role in the context of project
Example page 18 of the airborn warning system!
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2. Tension Between Product Success & Project Success
ICCPM Outcomes
Stakeholders numbers, views and expectations
Product Success versus Project Success.
Political and Public relations pressure
Nontechnical Risks.
Competition as a weapon
Institutional Practices (Agile concept)
Project Managers experience and skills (leadership)
Government and Industry Relations
Tools for analysing uncertainties
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These elements will go to your 1st discussion forum. Its required to apply and reflect these outcomes to the case of climate change and map these factors within the cc issue.
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3. Political and Public relations pressure
The organizations have to consider the Political situation and stability of the country
Political risk
http://www.asiarisk.com
Do you think the list below can be updated??
It depends on Where your project is located!
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National Violence
Terrorism
Civil unrest
External invasion
Weak political institutions
High corruption levels
Political change and instability
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3. Political and Public relations pressure
There is NO Better Example than those guys! :
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ICCPM Outcomes
Stakeholders numbers, views and expectations
Product Success versus Project Success.
Political and Public relations pressure
Nontechnical Risks.
Competition as a weapon
Institutional Practices (Agile concept)
Project Managers experience and skills (leadership)
Government and Industry Relations
Tools for analysing uncertainties
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These elements will go to your 1st discussion forum. Its required to apply and reflect these outcomes to the case of climate change and map these factors within the cc issue.
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Other Non Technical Risk includes:
Policy Change
Government Change
Regulations change
Public attitudes change
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4. Non Technical Risk
Say NO to Rampal power project mounts, 2016 Bangladish
ICCPM Outcomes
Stakeholders numbers, views and expectations
Product Success versus Project Success.
Political and Public relations pressure
Nontechnical Risks.
Use of Competition as a weapon
Institutional Practices (Agile concept)
Project Managers experience and skills (leadership)
Government and Industry Relations
Tools for analysing uncertainties
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These elements will go to your 1st discussion forum. Its required to apply and reflect these outcomes to the case of climate change and map these factors within the cc issue.
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5. Use of Competition as a weapon
Competition during Production
Competition during Development
Competition during Operation
Competition provides incentives to produce better products faster, at lower costs, and with better quality.
This may increase the stress on PM, limit their choices.
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ICCPM Outcomes
Stakeholders numbers, views and expectations
Product Success versus Project Success.
Political and Public relations pressure
Nontechnical Risks.
Use of Competition as a weapon
Institutional Practices (Agile concept)
Project Managers experience and skills (leadership)
Government and Industry Relations
Tools for analysing uncertainties
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These elements will go to your 1st discussion forum. Its required to apply and reflect these outcomes to the case of climate change and map these factors within the cc issue.
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6- Institutional Practices (Agile concept)
Recalling from PPMP20009 (Lean management)
Agile versus traditions waterfall
How can agile be
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Recall your knowledge from PPMP20009 and see how agile can be effective in complex management
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ICCPM Outcomes
Stakeholders numbers, views and expectations
Product Success versus Project Success.
Political and Public relations pressure
Nontechnical Risks.
Use of Competition as a weapon
Institutional Practices (Agile concept)
Project Managers experience and skills: Leadership
Government and Industry Relations
Tools for analysing uncertainties
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These elements will go to your 1st discussion forum. Its required to apply and reflect these outcomes to the case of climate change and map these factors within the cc issue.
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7. Leadership
Leadership theory must transition to new perspectives that account for the complex adaptive needs of organization
Knowledge-based practices (KBPs) signify the individual practices, soft skills, and social processes that exploit the knowledge to manage the wicked problem (Owen, 2010)
Complex Leadership: The dynamic change and development
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ICCPM Outcomes
Stakeholders numbers, views and expectations
Product Success versus Project Success.
Political and Public relations pressure
Nontechnical Risks.
Use of Competition as a weapon
Institutional Practices (Agile concept)
Project Managers experience and skills: Leadership
Government and Industry Relations
Tools for analysing uncertainties
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These elements will go to your 1st discussion forum. Its required to apply and reflect these outcomes to the case of climate change and map these factors within the cc issue.
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9. Tools & decisions for analysing uncertainties
A Systematic Approach for Making Decisions
Create a constructive environment.
Investigate the situation in detail.
Generate good alternatives.
Explore your options.
Select the best solution.
Evaluate your plans.
Communicate your decisions (be rationale)
Next chapters will be explaining more about the decision making process
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Complex Project Management in Practice
Why should a project manager contemplate a complex undertaking?
Should we avoid Complex Projects
When to accept and when not to accept?
Complexity is more likely to be defined from the Risks & Rewards.
Does it worth it? What are the advantages?
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1- How do organizations think about complexity?
Chapter 2; Page 20 offers some examples
Stakeholders management: normally influential and powerful stakeholders are not fully involved in project.
Complex project manager may have no enough responsibility to manage high level stakeholders
Project managers’ accountability is a main issue
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2- Organizational capacity for managing complexity
If unexpected situation to happen due to the uncertainty, organizations are to absorb and React to this action (veriety) with:
Timely base
Equal reaction
Opposite impact
It is all about how to deal with a situation, when to deal and what to do?
ASHBY LAW OF VARIETY
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2- Organizational capacity for managing complexity
What will happen when there is no equal and adequate response (diviation)1
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How to absorb variety?
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The role of Adaptation management and leadership
Facebook, Google and Apple are constantly in a process of change and consistently launching new product innovations
The left-side photo shows a variety took place once a lateral flow of vehicles start to come in leading to a mess. There should be a response to absorb this variety by installing a traffic signal, policeman…
The right-side photo shows the example of how the variety started when people went to the streets. If there is no reaction (to absorb this sudden event), then things will oscillate. Meanwhile, police should only absorb the people’s anger. If the police is too harsh, more violence to happen and so on!
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3. The organization hierarchy or network
Complexity adaptive theory
Complexity requires balance between Administrative, Adaptive and Enabling leadership
Administrative Leadership embodies the actions and products of those who plan and coordinate organizational activities
Adaptive Leadership is a change movement in which adaptive outcomes emerge from member interaction.
Enabling Leadership epitomizes informal leaders who coordinate the interface between adaptive and administrative leadership through managing levels of interdependency, tension and interaction
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Complexity Leadership Model The Adaptive Leadership
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Can leaders still lead when they don’t know what to do as in complex projects??
If the answer YES, then HOW?
Adaptive Leadership
After (Heifetz et al., 2009)
The Adaptive Leadership (Diagnosis process)
“The single most important skill & most undervalued capacity for exercising adaptive leadership is diagnosis.” (Heifetz et al., 2009)
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Diagnosis requires Work, Time, Experiment, Analysis and Decisions
In complex projects, Technical solutions WILL NOT solve adaptive challenges.
It reduces the anxiety temporarily,
Create the illusion of progress,
Cast the leader in the role of hero
Reduce the motivation for systemic learning,
Stifle the capacity for creativity and growth
Its an approach using past experience and experimentation
4. People ad Discipline
It mainly refers to administrative leadership!
Every one supports others and get supported (Strengthen one another)
Communicate values not only skills
Create clear line of authority, roles and responsibilities
Core disciplines and professional networking
Holistic thinking and system view of projects
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4- What is System Thinking?
Perspective that “sharpens one’s awareness” of the whole.
The way the elements all inter-relate with each other to cause the system to behave in the way that it does.
The use of particular tools or methods that help to reduce complexity
We tend to work on first impressions, what seems obvious or preconceived ways of seeing.
We have difficulty looking at everything at once.
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(Dan McCarthy, Intro to Systems Thinking, Jan 2009 )
‘Big Picture’ thinking’
“Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static 'snapshots'... Peter Senge
Break the problem
Is Reductionism bad??
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5. Leadership through values, vision..
Internal Self control
Adaptive and unrestrictive down to
DO NO EVIL
Can we train project managers how to lead complex projects?
Traditional training teach how to things that have been done before
In complex management, you need knowledge BUT with wisdom and good judgement
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The Google Case:
“Don’t feed me, teach me how to fish principle”!
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The ABCD decision category
5. Leadership through values, vision..
(Smet et al., 2017))
6- Sense- making leaders make sense
How to manage a disaster?? (No time to think)
Make action,
Do what you know,
React to what you sense,
Identify what next!
Take action first and then feel the situation afterward!
The trial and error!
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Organizations need to refine its processes, modify and replace some
Organizations with low and poor financial and schedule management is calling for disaster
Discipline management lead to clear expectations and reporting on performance
Discipline management lead to early warnings
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7- System and process to facilitate the discipline
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F. Ackermann, J. Alexander / International Journal of Project Management 34 (2016) 891–901
Fig. 1. Example section of a causal map adapted from Howick et al. (2009). Each arrow/link represents causality and thus reveals chains of argument starting from explanations at the bottom of the map through to consequences at the top.
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Using this case study of the Climate Change (CC) as an example of a Wicked Problem in light of the knowledge from Week 1 and Week 2, you are invited to discuss and analyse the issue of CC as a wicked problem highlighting the following points. Your response should be submitted as your First discussion forum no later than 25/03/2019.
Your Tasks: Explain why the Climate Change (CC) could be viewed as a wicked problem using the following:
In chapter 1 of Terry Cooke-Davies' book Aspects of Complexity he breaks down a number of factors for the causes of complexity: -
Unhelpful Behavior (Cooke-Davies 2011, p.4);
Failure to Appreciate Systemicity (Cooke-Davies 2011, p.5);
Models (Cooke-Davies 2011, p.5);
Simplistic Project Management (Cooke-Davies 2011, p.5);
Over-Ambitious Strategic Management (Cooke-Davies 2011, p.6) and other factors…
In Chapter 2, We have just learnt Managing projects with high complexity and we offered the ICCPM Outcomes including
Stakeholders influence and interest,
political risk,
leadership theory,
Ashby law and other factors that facilitates the management of complex projects
1st Discussion Forum (8%)
Marking criteria is available through the rubric on Moodle
You need to discuss this in your tutorial session with your peers an tutor
Your Discussion should Care about the marking criteria as per the attached rubric
1st Discussion Forum (8%)
Please consider the marking criteria as per the attached rubric.
Explain the outcome of this factor and whether your explanation is consistent with Terry Cooke-Davies’ observations.
Evaluate the project management based on the aspects and the outcomes of the ICCPM
Tabulate the aspects that makes this project a complex one.
Tabulate the input of the stakeholders based on your thorough review of the project
Discuss the general aspects of the project while providing concise literature review on the case
Analyze the management practice (In light of what have you experienced in the first two weeks)
Provide your OWN reflection on what could be done better and why do you think so
Note: Your Discussion should Care about the marking criteria as per the attached rubric
In nearly 1,000 words (excluding references and appendices) make your explanation by uploading your Discussion to the Moodle within the time frame of this discussion until 25/03/2018 11:55PM.
Submissions made after that time will receive a 5% penalty for each late calendar day.
This assignment will be allocated 8%
You must use the correct academic communication method in your explanation.
See the Academic Learning Centre Moodle web page if you do not know how to do this: -
https:// moodle.cqu.edu.au/course/view.php?id=1498
