Project
Profile/Profiling
Project Profile and
Management
Understanding Project
Attributes
• Project attributes such as size
and location provide information
about a project.
• These attributes enable project
managers to assign appropriate
knowledge and skills.
• Project managers' skills and
experience are not always based
on their skills and required by the
project.
Assignment of Project
Managers
• The Construction Industry
Institute suggests availability is
the top criterion for project
manager assignment.
• The ideal project manager for a
large construction project may
not be a good fit for a software
development project.
• Different skills and execution
approaches are needed for
different projects.
Project Profile Development
• Developing a project profile
allows a systematic approach to
developing an execution plan and
selecting the right project
manager.
• Project profiling summarizes
project attributes and places the
project into a category with
similar characteristics.
Project Management
Approach
• A company with twenty projects
may define all projects over $1
million as large, requiring a
project manager with at least five
years of experience, a vice
president as executive sponsor,
and formal quarterly reports.
notes and summaries by xaviera
Project Profiling Models
• Aaron J. Shenhar and Dov Dvir
developed a typology of
engineering projects based on
two dimensions: technological
uncertainty and system scope.
• Technological uncertainty
ranges from low tech to super
high tech, with criteria for each
type.
• System scope ranges from
assembly projects to array
projects, with different
management patterns and tools.
• As project technology increased,
project managers became more
invested in technical issues and
formal planning.
• Shenhar developed
recommendations for adjusting
project management approach
based on the project typology.
• Robert Youker identified
attributes determining project
types, including uncertainty and
risk, worker sophistication,
planning detail, new technology,
time pressure, project size,
duration, industrial sector,
geographic location, number of
workers, cost, complexity,
urgency, and organizational
design.
Understanding Complex
Systems in Project
Management
Defining Complexity
• Complexity is determined by the
number of parts or activities, the
degree of differentiation between
parts, and the structure of their
connections.
• Heterogeneous and irregularly
configured systems are complex,
such as organisms, airplanes, and
junkyards.
• Ordered systems are
homogenous and redundant, like
an interstate toll booth or a
production line in a factory.
• Complex systems have multiple
interacting components whose
collective behavior cannot be
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inferred from the behavior of the
components.
Context Dependence on
Complexity
• A project is more or less
complex in relation to the number
of activities, the type and
strength of relationships to other
project activities, and the degree
and type of relationships to the
project environment.
Complex Adaptive Systems
• A complex adaptive system is a
system consisting of a large
number of parts or activities that
interact in numerous and various
ways.
• Successful adaptive systems
adjust in a way that facilitates or
allows the system or project to
achieve its purpose.
• The relationship dependence of
project activities underscores the
nature of complex adaptive
systems.
Case Study: Chemical
Company
• A chemical company was
building a new plant in Tennessee
with a new design model intended
to shorten the design phase and
lower the cost.
• The project approach was
abandoned when the project
started falling behind schedule.
• The project complexity profile
became significantly less complex
when the execution approach
changed from global to domestic
partnering.
Tend to Self-Organize
• Formal organizational charts
indicate reporting relationships
but are not very effective at
displaying project relationships.
• The organization of the project
reacts to the nature of the work at
any given phase.
• The project team reorganizes
information flows and priorities to
support the current work of the
project.
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Complex Systems Adapt to
Changing Environments
Deterministic and Nonlinear
Systems
• Deterministic systems produce
the same results if starting
conditions are identical.
• Nonlinear systems can produce
wildly different results even if
starting conditions are almost
identical.
• Projects are usually nonlinear
systems, and small changes can
change the entire trajectory of a
project.
Drug Manufacturing Facility
• A pharmaceutical company in
California developed a drug that
improved the quality of life for
people with arthritis.
• The project was in the final FDA
testing stage, and the company
hired a new project manager with
more engineering and
construction expertise.
• The project was placed on hold
during the first week of
construction due to the drug
failing an FDA test.
• The project plan and
organization adjusted and
evolved to respond to each of
these changes.
The Darnall-Preston
Complexity Index (DPCI)
• The DPCI is a system that
captures all the most important
characteristics of a complex
project.
• It groups eleven attributes into
four broad categories: internal
attributes, external attributes,
technological complexity, and
environmental attributes.
• Projects are more likely to fail in
the beginning, not in the end.
• The DPCI assists project
stakeholders in developing a
comprehensive analysis of the
project environment and a project
execution plan more aligned with
that environment.
notes and summaries by xaviera
The Impact of Project
Environment
• Understanding and aligning a
project with the project’s
environment increase the
likelihood of achieving project
success.
• The project environment
includes all the conditions that
can influence the outcome or
success of the project.
• The DPCI is one model for
understanding and profiling
projects.
A Brief Introduction to the
Darnall-Preston Complexity
Index (DPCITM)
• Developed with the intention of
generating a project profile that
reflects the many facets of the
enterprise.
• Constructed on the basis of four
distinct types of characteristics:
environmental, technological,
industrial, and external.
• Assumes that every project is
different, that a project profile can
be created by grouping together
features that are shared by
multiple projects, and that there
is a method of execution that is
optimal for each project
personality.
Attributes that are Exposed
• The size of a project is a relative
concept that is decided by the
environment of the industry as
well as the experience of the
team that is executing the
project. • Larger projects
frequently result in cost overruns
and delays in the schedule.
Dimensions
• Companies frequently divide
huge projects into smaller ones,
executing them with separate
devoted people and resources. •
The size of the project is decided
by the firm's expertise,
management abilities, tools, and
work processes. • The size of the
project is set by the company.
Coordination of smaller initiatives
such that they behave as if they
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are a single large project is the
most important factor in
determining success.
An Example of Copper Mining in
Argentina • Projects with a total
value ranging from $150 million
to $500 million were broken down
into smaller projects before being
implemented.
• Projects that are larger than the
norm for the organization
frequently result in the waste of
resources and unsuitable work
methods, which cause the costs
of the project to increase.
The more the scale of the project
goes outside of the comfort zone,
the more tension is created for
the project. • Companies that
have a history of executing huge
projects have established small
project groups in order to execute
smaller projects.
The duration of the project,
the availability of resources,
and the internal
characteristics
For example, a new software
program for a university, a new
product, and a new high school
are all examples of projects that
have a duration that is often
determined by the parent
organization, and the deadline for
the project is typically
representative of the business
goal. The project team makes an
estimate of how long the project
will take and determines a date
for the project's completion based
on the typical workload and the
availability of resources.
The Availability of Resources
Both human and real resources
are necessary for the completion
of projects. When resources are
scarce or unavailable, greater
management time and effort are
required to complete the project.
notes and summaries by xaviera
• The Boeing Dreamliner Project
was established in 2003 with the
purpose of providing training to
the individuals who would be
required to produce the new 787
Dreamliner Airplane. • The
manager of the project invested a
considerable amount of time and
effort into the process of
producing the required resources.
Internal Attributes The lack of
clarity has an effect on the
complexity of the project. Internal
attributes include the clarity of
objectives and scope, as well as
the complexity of the organization
and the agreement of
stakeholders.
Explicitness of the Project's
Priorities
• The decisions that are made
regarding the project are based
on how these decisions assist the
project in achieving its goals. As
the level of misunderstanding
increases, the complexity of the
project will also increase to a
greater extent.
A Few Illustrations of Project
Clarity
The consultant who was working
in Philadelphia discovered that
the aims and objectives were very
clear, but the responses were
extremely variable.
• The ability to make decisions
quickly and easily as a result of
having defined objectives saved
millions of dollars in South
America.
Complexity of the Project and
Determination of Its Scope
• A copper mining project was
launched on an ecologically
fragile island in Indonesia with the
intention of protecting the
environment. Specific targets
were established for the project.
• This highlights the importance
of having clarity, as the project
scope specified what was
included and what was not
included in the project.
• The availability of information
regarding the products and
services that are required is a
critical factor in the development
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of a precisely defined project
scope.
Complexity of the
Organization The complexity
of the project is influenced by
the structure of the client
organization and the decision-
making processes involved in
the project. The management
of client relationships and the
communication process on
projects that take a client
team approach requires more
time and effort than other
types of projects.
Agreement with Stakeholders
• The number of stakeholders
contributes to stress and has an
effect on the amount of
complexity of the project
• The degree of agreement or
disagreement among the
stakeholders is another factor
that contributes to the increased
complexity of the project. It is
possible for the interests of
stakeholders in the project to
have an impact on the plan of
execution for the project.
The construction of a tire
plant in India
• A chemical business based in
the United States commissioned a
project to develop and construct a
plant that would generate raw
ingredients for truck tires
• Because to the significant
opposition from the community,
the project was terminated.
A grant that was awarded to a
tiny college in South Carolina for
the purpose of constructing and
operating a wind turbine on
campus was awarded.
The marketing department
wanted the wind turbine to be
placed in a highly visible location,
but the engineering department
found a location for the wind
turbine that would not disrupt the
flow of traffic on campus. The
complexity of the project was
increased by the number of
stakeholders involved in the
project, which was multiplied by
their enthusiasm for the topic,
and the fact that there was no
consensus on the location.
notes and summaries by xaviera
The Complexity of the Project
and Legal Concerns
The Unpredictability of
Technology
The technology of a project is not
the technology that is used to
administer the project; rather, it
relates to the output that the
project produces.
The newness of the technology,
which encompasses both known
and unknown features, is the
primary source of stress for a
project. The presence of
additional technological
competence on the project team
is necessary for the
implementation of more
advanced and more difficult
technologies.
• The project environment
encompasses all of the concerns
that are associated with the
environment and will have an
impact on the process of
developing and carrying out the
project plan.
• On the other hand, the influence
on the complexity of the project is
greater when the number of
issues and the severity of those
difficulties are both bigger.
difficulties of a Legal Nature
• The legal difficulties that arise
with a project might be extensive
and include a variety of different
levels of government.
• Certain projects will engage in
collaboration with the local law
enforcement in order to address
security concerns.
• There is a major disparity in the
rules governing the workforce
between countries, regions, and
local governments.
It is possible for a project to be
either easy or very complex in
terms of understanding and
managing workforce issues.
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Copper Mining in Argentina
• A joint venture was established
between a Canadian and an
Australian corporation, and each
of the three companies
contributed a portion of the new
company.
• Copper mining in Argentina
Members of the project leadership
team came from a variety of
countries, including the United
States of America, Canada,
Australia, Argentina, Chile, Puerto
Rico, China, and Lebanon. The
legal difficulties that arose during
the course of this project required
a significant amount of attention
from management and
occasionally impeded the
project's execution.
The Complexity of the Project
and Its Cultural Culture
Including Cultural Aspects in
Projects
Work, truth, nature, relationships,
and communication are all
defined by cultural culture.
Cultural culture is a reflection of
the assumptions, conventions,
values, and artifacts that are
characteristic of a community. It
is common for projects that are
carried out in different cultures to
encounter cultural friction.
Problems Associated with
Gender in Argentina
• There was a disagreement
between leadership roles on a
project team that consisted of
Argentines and Americans.
It was determined by senior
managers that the issue could be
handled, and guidelines were set
that respected all members of the
team. Despite the fact that the
conflict did not disappear, the
team was able to effectively
complete the project.
Conflicts Based on Culture in
International Projects
These challenges require the
leadership of the project to
overcome and contribute to the
complexity of the project.
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Language, cultural conflict,
religious role, and time ideas are
all examples of potential issues
that may arise during the course
of the project.
Concerns Regarding
Communication in India
• A huge construction project in
India fell severely behind
schedule as a result of a culture in
which workers told the project
management what they wanted
to hear.
• The cultural complexity of the
project team is increased as a
result of the growing number of
different cultures that are
represented on the team.
Political Power Struggles and
the Dynamics of Politics
• Every project is carried out
within one or more communities
that are a reflection of the
dynamics of the organization and
the power struggles that exist
within it. When the project is
deemed to be of more
significance to the leadership of
the organization, the various
leaders of the organization will
have a greater level of
investment in the project.
Stakeholders and a Bridge
Project
• The Department of Highways
organized a project to improve
bridges that crossed the
interstate in South Carolina.
• The project was chartered by
the stakeholders. For the purpose
of limiting the impact on traffic
and communities located in close
proximity to the construction
regions, the contract includes
stipulations.
notes and summaries by xaviera
Ecological Projects
• Projects have the potential to
have an effect on the living
conditions or the health of
humans, plants, and animals.
• In accordance with the
requirements that were provided
by the client, the project team
devises means and techniques to
minimize the impact of the
disruption in a manner that is
consistent with the requirements.
It is important to note that the
complexity of the project will be
impacted by the amount of effort
that is required to reduce the
ecological impact.
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