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Complex Projects
Carolyn Limbert, Principal Planner, Harmonic Ltd, October 2013

“I think the 21st century will be the
cen...
Outline
● What is Complex?
● Complex Projects

● Planning and Control in Complex Projects
● APM View on Complexity
What is Complex?
Making Mayonnaise?

Building a Jumbo Jet?
What is Complex?
What is Complex?
What is Complex?
Aircraft Carrier – Complicated or Complex?
National Audit Office – Complex Projects
MoD – Ministry of Defence
DfT – Department for Transport
DCSF – Department for Ch...
Back to Basics
New view on PM
Technical

Technical
Schedule

Schedule

Cost

Cost

Context

Financing

(Strategic Highway ...
Complex Projects
Low
Uncertainty
Closure

Implementation

Scope: WHAT

Mobilisation

Objectives are to be
achieved

Defini...
Complex Projects
Low
Uncertainty
Closure

Scope: WHAT
Objectives are to be
achieved

Mobilisation
Definition
Concept
Initi...
Complex Projects
(Remington, 2011)

Expert based
consultative
leadership

Experimental,
collaborative
leadership

Simple, ...
Planning Complexity
System Engineering
Project Processes

Enterprise Processes

Enterprise Environment
Planning
Assessment...
Planning Complexity
System Engineering

● You cannot optimise a system by separately optimising its
components
● Focus on ...
Planning Complexity
Upfront Planning: Scope

● Scope start with the Finish
● Scope Management;
• Product Scope – Required ...
Planning Complexity
Agile DSDM – MoSCoW Prioritisation

Must
have

Should
have

Could
have

Wont
have*

• The Project cann...
Planning Complexity
Rolling Wave
Design

Build

Planning Detail

Plan

Project Timeline
Gate Review

Planning Period

Test...
Planning Complexity
A suggested approach: Design Phase
Should Have Requirements

Must Have Requirements
Subsystem A

Subsy...
Summary
● Ambiguity heightens complexity
● Upfront scope planning contributes to project success

● Fight the rush – you d...
APM Project Complexity Matrix
APM Project Complexity
Carolyn Limbert
Principal Planner
Carolyn.limbert@harmonicltd.co.uk
07943 838 108
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Complex project management

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A presentation by Carolyn Limbert, made at the APM South Wales and West of England branch seminar 'Project Controls: A 1 day Seminar' on Wednesday, 2nd October 2013

Veröffentlicht in: Business, Technologie
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Complex project management

  1. 1. Complex Projects Carolyn Limbert, Principal Planner, Harmonic Ltd, October 2013 “I think the 21st century will be the century of complexity” (Hawking, 2000)
  2. 2. Outline ● What is Complex? ● Complex Projects ● Planning and Control in Complex Projects ● APM View on Complexity
  3. 3. What is Complex? Making Mayonnaise? Building a Jumbo Jet?
  4. 4. What is Complex?
  5. 5. What is Complex?
  6. 6. What is Complex?
  7. 7. Aircraft Carrier – Complicated or Complex?
  8. 8. National Audit Office – Complex Projects MoD – Ministry of Defence DfT – Department for Transport DCSF – Department for Children, Schools and Families DCLG – Department for Communities and Local Government DCMS – Department for Culture, Media and Sports HO – Home Office MoJ – Ministry of Justice DWP – Department for Work and Pensions DH – Department of Health (National Audit Office, 2009) DECC – Department of Energy and Climate Change HMRC – HM Revenue & Customs
  9. 9. Back to Basics New view on PM Technical Technical Schedule Schedule Cost Cost Context Financing (Strategic Highway Research Program, 2012) “The intrinsic complexity of projects, in part, is driven by political, social, technological and environmental issues, as well as tight fiscal pressures, end user expectations which may change dramatically during the life of a project, and government instability.” (ICCPM, 2012)
  10. 10. Complex Projects Low Uncertainty Closure Implementation Scope: WHAT Mobilisation Objectives are to be achieved Definition Concept Initiation High Uncertainty Low Uncertainty Delivery: HOW To implement objectives Adapted from; (Dombkins, 1997)
  11. 11. Complex Projects Low Uncertainty Closure Scope: WHAT Objectives are to be achieved Mobilisation Definition Concept Initiation High Uncertainty Low Uncertainty Delivery: HOW To implement objectives Adapted from; (Dombkins, 1997)
  12. 12. Complex Projects (Remington, 2011) Expert based consultative leadership Experimental, collaborative leadership Simple, best practice leadership Crisis leadership, directive, rapid action to prevent collapse Tipping point: usually no way back Control Processes are clear Things go to plan Complicated Complex Chaos Risk events escalate rapidly Innovation & learning high
  13. 13. Planning Complexity System Engineering Project Processes Enterprise Processes Enterprise Environment Planning Assessment Control Management Decision Risk Configuration Information Investment Making Management Management Management Management System Life Cycle Process Technical Processes Process Management Guidelines Stakeholder Requirements Architectural Resource Management Requirements Analysis Design Definition Quality Management Implementation Integration Agreement Processes Enterprise Environment Management Investment Management Verification Transition Operation Validation Maintenance Disposal
  14. 14. Planning Complexity System Engineering ● You cannot optimise a system by separately optimising its components ● Focus on defining customer needs and required functionality early in the development cycle ● Understand the whole problem before you try to solve it
  15. 15. Planning Complexity Upfront Planning: Scope ● Scope start with the Finish ● Scope Management; • Product Scope – Required Deliverables meeting the agreed specifications – WHAT? • Project Scope – Work required to deliver the product scope – HOW?
  16. 16. Planning Complexity Agile DSDM – MoSCoW Prioritisation Must have Should have Could have Wont have* • The Project cannot deliver on the target date without this • There is no point deploying the solution without this requirement • The solution will not be legal / safe / fit for purpose • The requirement is important but not vital • The requirement may be painful to leave out but the solution is still viable • The requirement may need some form of workaround • The requirement is wanted or desirable but less important • If the requirement is left out, the impact is minimal • Project team has agreed it will not deliver this requirement • Requirement is not needed for the solution, and is a low priority * This time…
  17. 17. Planning Complexity Rolling Wave Design Build Planning Detail Plan Project Timeline Gate Review Planning Period Test Handover Support
  18. 18. Planning Complexity A suggested approach: Design Phase Should Have Requirements Must Have Requirements Subsystem A Subsystem C Subsystem B Subsystem E Subsystem D Could Have Requirements Subsystem G Subsystem F Project Timeline Must Have Design Elements Should Have Design Elements Could Have Design Elements
  19. 19. Summary ● Ambiguity heightens complexity ● Upfront scope planning contributes to project success ● Fight the rush – you don’t want to have implementation starting with no scope definition and no planning ● Prioritisation – Know your Must Haves from your Could Haves
  20. 20. APM Project Complexity Matrix
  21. 21. APM Project Complexity
  22. 22. Carolyn Limbert Principal Planner Carolyn.limbert@harmonicltd.co.uk 07943 838 108

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