Transcript Title screen

Complex Projects
Carolyn Limbert, Principal Planner, Harmonic Ltd, October 2013
“I think the 21st century will be the
century of complexity”
(Hawking, 2000)
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
(National Audit Office, 2009)
DECC – Department of Energy and
Climate Change
HMRC – HM Revenue & Customs
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)
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)
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)
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
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
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
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?
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…
Planning Complexity
Rolling Wave
Design
Build
Planning Detail
Plan
Project Timeline
Gate Review
Planning Period
Test
Handover Support
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
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