Leading Complex Projects - An extract of a very few illustrations

Leading Complex Projects

Simon Harris, PMP, CGEIT, IPMA-D, P2rp, MoRrp

Intro

12345

GoodMorning.ppt

GoodMorning.ppt

2

© Logical Model Ltd 2006-2014

Licensed for individual use without fee. A commercial license ([email protected]) removes this note: Please report unlicensed commercial use & share in fees levied

Intro

12345

Simon’s Answer to Khalid’s Question on Simple versus Complex

Simple Complicated Complex ChaoticCause & Effect Deterministic

C=E & E=C

Probabilistic

Outcome set closed

C=E | E + E | … E=C|C

Pattern describable

Outcome set open

C=E+? E=?+C

No observable pattern

Dynamics Few elements & few

interactions - Linear

Many element, Few

interactions, Mostly linear

Agent interaction leads to

emergence – Non-Linear

Wicked Non-Linear in

multiple dimensions

Precedence Reliable & Valuable Marginalised Mostly dangerous Impossible to identify

Planning Goal+Deliverables =

(complete) Hi skill (C&E)

Statement of Work

Goal+Deliverables =

evolving SoW

Rolling Wave or Stages

SoO & Constraints,

Decision Architectures

Coordinate plans

Statement of Outcome

(SoO).

Hope

Known-ness All factors predicted with

certainty

All factors predicted, some

with uncertainty

Increasing number of factors that we are unable to

predict how they will be uncertain

Measurement All quantitative Quantitative hard

Qualitative Not possible

Control Style Manage Manage & Lead Lead & Enable

Pastoral Care

Hang-on & Pray

Control

(DMA)

Command

Defined (Templates, Low

skill in Exctn, Automation)

Command, monitor,

Contingencies (Plans B-Z)

(Hi Skill, Bespoke Sol’tn)

Attractors, Agents,

Inspect & Adapt C&E,

Governance Freedom

Monitoring impossible

Allow to run or

Terminate

Best for Implementation,

Manufacture

Efficient repetition

Avoided Creativity, Design, R&D

Novel solutions

¿fun?

Breakthrough

3



Intro

12345

An Idea’s Journey .

Cascade Intent &

Constraints (Tolerances)

Delegate A

uthority & C

ontrol of Resources

(Constraints aka ‘freedom

s ’)

M & V=What How: Vision

Vision=What How: Ops Str’tgy

Strategy=What How: Del’bls

Result=What Impacts

Esc

alat

e de

cisi

ons

outs

ide

auth

ority

or

skill

s: S

eek

Gui

danc

e (R

epor

t?)

Why

Technical (Eng & PM) Solution

Domain Skills eg PMBoK+Agile

(Tech, Mg & Q execution)

Project (change)

Ctl-PRINCE2® + Agile

(Eng’ring & Planning)

Dep’t & Prg’m

Options-Structure

(Architectures)

Business P’flo

OutcomesD4®

(Modus Operandi)

Ben

efits

Decision Making Architecture

4



Intro

12345

Concurrency Of Design Steps

Cascade Intent &


Delegate A

uthority & C

ontrol of Resources


s’)

M & V=What How: Vision

Vision=What How: Ops Str’tgy

Strategy=What How: Del’bls

Result=What Impacts

Esc

alat

e de

cisi

ons

outs

ide

auth

ority

or

skill

s: S

eek

Gui

danc

e (R

epor

t?)

Why

Technical (Eng & PM) Solution

Domain Skills eg PMBoK+Agile

(Tech, Mg & Q execution)

Project (change)

Ctl-PRINCE2® + Agile

(Eng’ring & Planning)

Dep’t & Prg’m

Options-Structure

(Architectures)

Business P’flo

OutcomesD4®

(Modus Operandi)

Ben

efits


5



Intro

12345


Cascade Intent &


Delegate A

uthority & C

ontrol of Resources


s’)

Esc

alat

e de

cisi

ons

outs

ide

auth

ority

or

skill

s: S

eek

Gui

danc

e (R

epor

t?)

Constancy of Operation

Operational ‘fluency’ in day-to-day decisions

Scripted, Within defined limits

Constancy of Purpose

Technical authority to design and modify

day-to-day operations to achieve

received targets & goals

Constancy of Business

Authority to set targets & tactical

goals aimed at vision, duty to

allocate resources,

approve actions

Constancy of Capital

Fiduciary duty to

cascade

strategic

vision

6



Intro

12345

Capacity To RTB Versus CTB

Cascade intent &

constraints

Delegated A

uthorities & Tolerances (freedom

s)

Esc

alat

e de

cisi

ons

outs

ide

auth

ority

Rep

ort,

See

k G

uida

nce

Trigger

† The capital available – especially human capital – sets (one of) the

constraint or limits on what the directors can do

Business as usual

Operations

View across the total portfolio of uses of capital†

Result Tasks Resources

Monitor and ReplanPlanning

Execution

Goals

What (M & V) How: Vision

Business Design

(Modus

Operandi)

Business-as-usual use of resources (RtB)

Project use of resources (CtB)Results, Impacts, Products, Deliverables

future-state-business-as-usualDelivery

Change

(Projects)

Ben

efits

7



Intro

12345

7

Introducing change means changing attractors Incentivise introduction of new to replace old

Incentives must be based on permanence of eventual solution…

… Avoid churn (change for change & bonus sake only)

Consolidating the new into the existing

Incentives for Directors, Managers, Project & Operational stakeholdersmust link to investor’s target

Manager’s Attractors

Capacity to RTB Versus CTBC

ascade intent & constraints

Delegated A

uthorities & T

olerances (freedoms)

Esc

alat

e de

cisi

ons

outs

ide

auth

ority

Rep

ort,

See

k G

uida

nce

Trigger

Business as usual

Operations

View across the total portfolio of uses of capital†

Result Tasks Resources

Monitor and ReplanPlanning

Execution

Goals

What (M & V) How: VisionBusiness Design

(Modus Operandi)

Business-as-usual use of resources (RtB)

Project use of resources (CtB)Results, Impacts, Products, Deliverables

future-state-business-as-usualDelivery

Change

(Projects) Ben

efits

8



Intro

12345

8

Draw-off of specialismsfrom functions

Skills & tools focus plus customer and end-point focus

Great when well implemented Significant

challenges

Where Interfaces Are Needed

Project α

Project β

Project γ

Stra

tegy

Change In

itiativ

e

Busin

ess P

roce

ss

Pro

duct D

evelo

pm

ent

Busin

ess T

ransf’tn

I’m’tn

& R

ollo

ut

Ops S

upport

Senior Management

Business Process Concept Architecture DesignTraining Design

Validation Integration

CommercialsIdentify Opportunity

Qualify Opportunity

Bid for Opportunity

Negotiate Ts&Cs

Maintain customer relationship

Systems EngineeringInfrastructure

ArchitectureDesign Construction Validation Operational Support

Business ChangeApplicatoin Architecture

Design Construction Validation Operational SupportImplementation& Roll-Out

Preparation

Test Specifications

Conduct tests

Customer acceptances

Release Operational Support

Project Manag’t Initiation Programme Plan

Service SupportDesign for Support Specification

Operational SupportDe-commission

Create Support infrastructure




Qualify Opportunity

Bid for Opportunity

Negotiate Ts&Cs






Preparation

Test Specifications

Conduct tests










Qualify Opportunity

Bid for Opportunity

Negotiate Ts&Cs






Preparation

Test Specifications

Conduct tests







Change Initiative P r o j e c t C o n t r o l


Validation Staff Training

StrategyCommercials

Identify Opportunity

Qualify Opportunity

ApproveBusiness Case

Monitor Project Execution Monitor Return on Investment

Product Development Infrastructure


Business Transf’tnApplicatoin Architecture

Design Construction Validation Operational Support

Implementation& Roll-Out

Preparation

Test Specifications

Tests Setup

Customer Acceptances


Operations Support Design for Support Specification



InitiationProjectPlan

9



Intro

12345

9

Draw-off of specialismsfrom functions

Skills & tools focus plus customer and end-point focus

Great when well implemented Significant

challenges

Where Interfaces Are Needed

Project α

Project β

Project γ

Stra

tegy

Change In

itiativ

e

Busin

ess P

roce

ss

Pro

duct D

evelo

pm

ent

Busin

ess T

ransf’tn

I’m’tn

& R

ollo

ut

Ops S

upport

Senior Management




Qualify Opportunity

Bid for Opportunity

Negotiate Ts&Cs






Preparation

Test Specifications

Conduct tests










Qualify Opportunity

Bid for Opportunity

Negotiate Ts&Cs






Preparation

Test Specifications

Conduct tests










Qualify Opportunity

Bid for Opportunity

Negotiate Ts&Cs






Preparation

Test Specifications

Conduct tests







10



Intro

12345

10

At project end the supplier receives their reward (profit) The investor is furthest from a return

Benefits Profile

Value

0

Supplier’s Cash-flow

Time (not to scale)

Supplier’s Profit

Investor’s P&L Profile

Investor’s Deficit

Supplier’s Max Invest

Investor’s Final surplus

11



Intro

12345

11

…†Just How We Do Business Around Here New incentives (& habits)

Avoid Back-sliding

New capability projects often experiences initial performance below design

Project end is key challenge for operations Emotional support of the people

Normal & Exceptional procedures

Turning off old ways of working is disorienting

JHWDBAH†

Promised

Actual-?

Actual-?!

Realising Benefits from Government ICT Investment – a fool’s errand?Stephen Jenner ISBN 978-1-906638-26-9

Leading Complex Projects - An extract of a very few illustrations

Leadership & Management

Transcript of Leading Complex Projects - An extract of a very few illustrations