Making progress in an uncertain world 2nd October 14
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Transcript of Making progress in an uncertain world 2nd October 14
Making Progress in an Uncertain WorldCarolyn Limbert, Principal Planner, Harmonic Ltd, October 2014
Outline
● The Realities of Delivery
● The Landscape• Socio-Political• Structural• Emergent
● Proactive Decision Management
● 5 things to take away from the webinar
On Paper…
Adapted from; (Dombkins, 1997)
Scope: WHATObjectives are to be
achieved
Delivery: HOWTo implement objectives
Low Uncertainty
HighUncertainty
Low Uncertainty
Initiation
Concept
Definition
Mobilisation
Implementation
Closure
The Reality…
Adapted from; (Dombkins, 1997)
Scope: WHATObjectives are to be
achieved
Delivery: HOWTo implement objectives
Low Uncertainty
HighUncertainty
Low Uncertainty
Closure
InitiationConceptDefinitionMobilisation
Implementation
Complex Projects - Back to BasicsNew view on PM
Performance
CostTime
Performance
Time 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)
The Landscape
6
Requirements
What are the common challenges present in a complex
project landscape?
Funding / Finance
Uncertainty Culture
Assumptions Trades
Change
Length of Time
Decision Making
Optimism Unrealistic Solutions
Lack of Maturity Geography
BehavioursSystems of Interests
Regulatory
Organisational Capability
Ambiguity
Risk Stakeholders Dependencies
Utilising concepts from (Maylor, Turner, Murray-Webster, 2013)
Socio-Political Complexity
7
Requirements
What are the common challenges present in a complex
project landscape?
Funding / Finance
Uncertainty Culture
Assumptions Trades
Change
Length of Time
Decision Making
Optimism Unrealistic Solutions
Lack of Maturity Geography
BehavioursSystems of Interests
Regulatory
Organisational Capability
Ambiguity
Risk Stakeholders Dependencies
Utilising concepts from (Maylor, Turner, Murray-Webster, 2013)
Perception
Structural Complexity
9
Requirements
What are the common challenges present in a complex
project landscape?
Funding / Finance
Uncertainty Culture
Assumptions Trades
Change
Length of Time
Decision Making
Optimism Unrealistic Solutions
Lack of Maturity Geography
BehavioursSystems of Interests
Regulatory
Organisational Capability
Ambiguity
Risk Stakeholders Dependencies
Utilising concepts from (Maylor, Turner, Murray-Webster, 2013)
Systems ThinkingSystem Engineering
Enterprise Environment Management
Enterprise Processes
Investment Management
System Life Cycle Process Management
Resource Management
Quality Management
Project Processes
Planning Assessment Control
Decision Making
Risk Management
Configuration Management
Information Management
Technical ProcessesStakeholder
Requirements Definition
Requirements Analysis
Architectural Design
Implementation Integration
Verification Transition Validation
Operation Maintenance
Disposal
Enterprise Environment Management
Agreement Processes
Investment Management
Process Guidelines
Systems Thinking
● 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
Requirements Prioritisation
Must 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
Should have
• 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
Could have
• The requirement is wanted or desirable but less important• If the requirement is left out, the impact is minimal
Wont have*
• Project team has agreed it will not deliver this requirement• Requirement is not needed for the solution, and is a low priority
Agile DSDM – MoSCoW Prioritisation
* This time…
Emergent Complexity
13
Requirements
What are the common challenges present in a complex
project landscape?
Funding / Finance
Uncertainty Culture
Assumptions Trades
Change
Length of Time
Decision Making
Optimism Unrealistic Solutions
Lack of Maturity Geography
BehavioursSystems of Interests
Regulatory
Organisational Capability
Ambiguity
Risk Stakeholders Dependencies
Utilising concepts from (Maylor, Turner, Murray-Webster, 2013)
Influence vs. Control(INCOSE UK Capability Working Group)
Influence
Control
Influence – Control Spectrum
PurposeFocus
Value Solution
Enterprise Capability Service Product
Influence
Control
Influence
Control
Influence
Scope: WHATObjectives are to be
achieved
Delivery: HOWTo implement objectives
Low Uncertainty
HighUncertainty
Low Uncertainty
Initiation
ConceptConcept
DefinitionDefinition
Mobilisation
Implementation
Closure
Scope: WHATObjectives are to be
achieved
Delivery: HOWTo implement objectives
HighUncertainty
Low Uncertainty
Closure
InitiationConceptConceptDefinitionDefinitionMobilisation
Implementation
Now What?
Facilitating Proactive Decisions
Level of Business Impact
Skill Levels Required
What Happened?
Why Did it Happen?
What is Likely to Happen?
What Should I Do About It?
Descriptive Analytics
Diagnostic Analytics
PredictiveAnalytics
Prescriptive Analytics
Forward Looking Indicators
Actuals vs. ForecastActuals vs. Baseline
Scenario Planning
Management Inform
ation
Proactive Decision Making
Making Progress
Objective Criteria / Steps
Draft Document
Peer Review
Update Document
Sign-off Document
Issue
Create & Review Document
Issue
Objective Criteria / Steps;
50% Draft Document Complete20% Peer Review Complete20% Update Document Complete10% Sign-off Loop Complete
Draft Document
Peer Review
Update Document
Sign-off Document
Issue
Draft Document
Peer Review
Update Document
Sign-off Document
Issue
Infeed Infeed
Suitable for roll-up utilising Steps / Objective Criteria
Unsuitable for roll-up utilising Steps / Objective Criteria
Summary
● Map your Environment and validate perceptions
● Understand your priorities
● Change happens – Influence / Control
● Do things right and do the right things
● Subjectively measure progress
5 things to do as a result of this webinar…
This presentation was delivered at an APM event
To find out more about upcoming events please visit
our website www.apm.org.uk/events