Complex Projects - Harmonic

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Nov 9, 2013 (3 years and 9 months ago)

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Complex Projects


“I think the 21st century will be the
century of complexity”


(Hawking, 2000)



Carolyn
Limbert, Principal
Planner, Harmonic
Ltd, October
2013


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 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


DECC


Department of Energy and
Climate Change


HMRC


HM Revenue & Customs

(National Audit Office, 2009)

Back to Basics

New view on PM

Technical

Cost

Schedule

Technical

Schedule

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)


Complex Projects










Adapted from; (
Dombkins
, 1997)

Scope: WHAT

Objectives are to be
achieved

Delivery: HOW

To implement objectives

Low
Uncertainty

High

Uncertainty

Low
Uncertainty

Initiation

Concept

Definition

Mobilisation

Implementation

Closure

Complex Projects










Adapted from; (
Dombkins
, 1997)

Scope: WHAT

Objectives are to be
achieved

Delivery: HOW

To implement objectives

Low
Uncertainty

High

Uncertainty

Low
Uncertainty

Closure

Initiation

Concept

Definition

Mobilisation

Complex Projects

(Remington, 2011)

Processes are clear

Things go to plan

Risk events escalate
rapidly

Innovation & learning high

Complicated

Complex

Simple, best
practice
leadership

Expert based
consultative
leadership

Experimental,
collaborative
leadership

Crisis leadership,
directive, rapid action
to prevent collapse

Tipping point:
usually no way
back

Control


Chaos

Planning Complexity

System 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 Processes

Stakeholder
Requirements
Definition

Requirements
Analysis

Architectural
Design

Implementation

Integration

Verification

Transition

Validation

Operation

Maintenance

Disposal

Enterprise Environment
Management

Agreement Processes

Investment
Management

Process
Guidelines

Planning Complexity


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





System Engineering

Planning Complexity


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?



Upfront Planning: Scope

Planning Complexity

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…

Planning Complexity

Rolling Wave

Project Timeline

Plan

Design

Build

Test

Handover

Support

Planning Detail

Gate Review

Planning Period

Planning Complexity

A suggested approach: Design Phase

Project Timeline

Must Have Requirements

Subsystem A

Should Have Design Elements

Could Have Design Elements

Must Have Design Elements

Should Have Requirements

Could Have Requirements

Subsystem B

Subsystem E

Subsystem C

Subsystem D

Subsystem F

Subsystem G

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

APM Project Complexity Matrix

APM Project Complexity