Discuss how the tightness of the time- constraints strengthen the power of the feedback loops
Complex Project Management
Lecture 10 for Week 10
Prepared by:
Richard Egelstaff PMP, Ph.D (c), MBA (Adv), BA
Discipline Leader for Project Management,
School of Engineering & Technology
Higher Education Division
CQUniversity Rockhampton
Topics
• Where are we so far?
• Week’s Stuff
– Readings
– Study
– Reflections & Discussions
– Assignments
2
Learning Outcomes
1. Explain the causes, environments, and properties of complex projects.
2. Identify different tools and techniques to aid a project manager manage complex projects.
3. Critically analyse whether different projects cases are complex projects.
4. Formulate, argue and defend a strategy that a project manager can apply to a complex project case study.
5. In a team analyse the root causes of failure with a number of sample complex project cases.
3
PPMP20014
Complex Project Management
THE WEEK’S READINGS AND STUDY
Week 10 – Topic: Controlling Chaos? The Value and Challenges of
applying Complexity Theory to Project Management.
• Mandatory Readings:
– Aspects of Complexity: Managing Projects in a
Complex World (2011)
• Chapter 10 Systems Thinking and the Systems Movement by
Peter Checkland and Terry Williams
• Optional Readings
– none
• 9th Discussion Forum
5
Chapter 10 Systems Thinking and the Systems Movement
by Peter Checkland and Terry Williams
• Overview
• The Origins of Systems Thinking
• The Nature of Systems Thinking
• The Evolution of the Systems Movement in the
Field of Management
• Varieties of Systems Thinking
• The Future of Systems Thinking
• System Dynamics
6
Chapter 10 Systems Thinking and the Systems Movement by Peter
Checkland and Terry Williams
• The objective of the chapter is to review the origin and nature of systems thinking and describe a number of varieties of it as they have been developed to tackle problems in the management field.
• The conclusion is that SD or Systems Dynamics is a promising field for study as a tool for managing complexity.
• SD modelling explains how the tightness of the time- constraints strengthen the power of the feedback loops, which means that small problems or uncertainties cause unexpectedly large effects.
7
9th Discussion Forum
• In Chapter 9 Controlling Chaos? The Value and the Challenges of Applying Complexity Theory to Project Management Kaye Remington and Roxanne Zolin write “Given that it is theoretically impossible to predict outcomes in a complex system with any kind of accuracy, we must ask the question whether it is possible to provide some kind of forewarning to practitioners and key stakeholders. Ideally, a forewarning system could alert key stakeholders to the fact that they are not dealing with a run- of-the-mill project but something that requires extraordinary management” (p. 126- 127).
• Are there ways that feedback can be implemented in the project, program and portfolio environment?
8
Assessment 2: Written Assessment 50%
• Your task is to consider:- – the causes, environments, and properties of complex projects;
– different tools and techniques to aid a project manager manage complex projects;
– the degree and nature of the projects cases discussed in the unit in the context of the theories and ideas related to complex projects.
• Then you must write an essay describing how you consider the points above are related to:- – projects with lots of parts and interconnections;
– projects that contain a great deal of uncertainty;
– project that are heavily time-constrained.
• You should illustrate your points by identifying what are the causes, theories, tools and techniques, that might be relevant to complex projects. You should use examples taken from case studies and examples discussed during the unit.
• 5,000 words due in Week 12
9
.
Summary
• Where are we so far?
• Week’s Stuff
– Readings
– Study
– Reflections & Discussions
– Assignments
10
