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1 Echi da… Londra Roberto Cimino Milano, 26 Giugno 2015
1
Echi da… Londra
Roberto Cimino
Milano, 26 Giugno 2015
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Presentation index Presenters Presentation title
Terry Williams University of Hull A case study of successful construction project teams
Joanna Newman, Nigel Williams Bournemouth University
What project teams will look like in 2020
Josef Oehmen, Christian Thuesen Technical University DK
Complexity in Projects, Programs & Portfolio: an Engineering System perspective
Harvey Maylor, Paul Chapman SAID Business School You can’t fix all project problems at the level of the project
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Terry Williams- University of Hull A case study of successful construction project teams
26/06/15Presentation Title
4 T. Williams: A case study of successful construction project teams
• “Project success" and Success Factors, illustrated through case studies;
• Develop and provide tools for success factors analysis: causal maps
• "Success" as multi-dimensional: success factors combine in complex interactions
A case study of successful construction project teams: presentation outline
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What is a successful project?
T. Williams: A case study of successful construction project teams
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Case studies: Sewell Group project teams successful construction projects since 2000 under two major UK Government PPP programmes
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• Successful construction projects under two UK Government Programmes
• Teams recently dismantled: workshops with team managers to identify root causes of “success”
T. Williams: A case study of successful construction project teams
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Company criteria for success
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The methodology: workshops
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• Causality built by asking "why?" or "what caused
• this?"....
• ...and "so what?" or "what would the implications of this be?«
• Building causal maps, looking for evidence (statistical or cases) to support or refute the statements
• Eight maps built and analyzed, starting from company criteria for success
T. Williams: A case study of successful construction project teams
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Causal Maps: an example
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Conclusions /1
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• Most central concept in this map was the "Single Team".
• Next most central concepts were trust / empowerment of management, and a happy company team followed by the company culture.
• Next two most central concepts were a "happy customer" and early engagement with the client.
• Reinforcing loops of behaviours • Eg keeping the same subcontractors from pre-project through execution; increasing subcontractor
satisfaction and partnering, leading to better performance and more frequent use on the same programme (which leads to the "learning teams)
T. Williams: A case study of successful construction project teams
Project Ecosystem
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Conclusions /2
26/06/15
• Project success is multi-dimensional, with different criteria, not independent but in complex causal interactions
• Analysis can give insight to management: root causes of project success, and causal chains that produce success
• Identify positive "virtuous circle" feedback or unwanted "vicious circles".
T. Williams: A case study of successful construction project teams
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Joanna Newman, Nigel Williams Bournemouth University - What project teams will look like in 2020
26/06/15Presentation Title
13 J. Newman/ N.Williams: Project Teams in 2020
• Identify major trends impacting PM teams in 3-5 years (Scenario Planning): – Rate of Agile Adoption – How Information Security resolves the need to
securely share information
• How project managers specifically engage in these scenarios: skills needed in the different situations
What project teams will look like in 2020: presentation outline
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Rate of agile adoption
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• A critical factor affecting the future of project management teams
• Defined as how quickly Agile Ways of Working are adopted by new industries (Public Sector Projects, Infrastructure and Construction, Banking and other Services)
J. Newman/ N.Williams: Project Teams in 2020
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Information Security
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• A critical factor affecting how project members engage with one another
• Restrictive vs. supportive Information Security Policies
– “Bring Your Own Device” (BYOD) becomes the norm in – companies and Internet of Things (IOT) comes online Together
• Protect the corporate data, allowing the project team members full access as and when they need it
J. Newman/ N.Williams: Project Teams in 2020
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PM everywhere
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• Everything is a project : organizations apply project management techniques to all initiatives
• Everyone needs experienced project managers, programme managers and portfolio managers
• Executive Stakeholder Engagement is “easy”
• Project teams operate as part of a high performing culture : self organising teams
J. Newman/ N.Williams: Project Teams in 2020
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Mobile PM
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• PPPM’s as SME’s: knowledge and expertise to deliver projects
• Multiple engagements at the same time, for multiple organizations, potentially across multiple industries
• Need to maintain mastery of the profession
• Attracted to interesting assignments, short or long engagements, virtual teams
• Excel at understanding stakeholder and team psychology to build strong rapport quickly
J. Newman/ N.Williams: Project Teams in 2020
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PM Silos
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• Concerns over regulatory compliance hinder the adoption of Agile practices across the organization
• Adopted in non-regulated parts of the organization
• Information Security makes knowledge sharing (best practice etc) very difficult, even within organizations
• PPPM’s need to stay up to date with developments in their particular industry (project managers in that industry)
J. Newman/ N.Williams: Project Teams in 2020
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Frustrated PM
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• Agile not accepted, even though it can lead to faster deliverables.
• Information Security Policies restrictive and act as gating factors
• PPPM’s have to fight quite strenuously to get the effective executive stakeholder support needed
J. Newman/ N.Williams: Project Teams in 2020
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Conclusions
26/06/15
• Agile Adoption and Information Security Guidance, governance/regulation are the key factors and trends
• Techniques to build rapport in your project teams, and with executive stakeholders applies regardless of the scenario
• Stay exceptionally professional and set the ground rules early is good advice and is required for effective team performance (virtual teams)
• Understand the different types of people and their different needs
J. Newman/ N.Williams: Project Teams in 2020
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Josef Oehmen, Christian Thuesen Technical University DK Complexity in Projects, Programs & Portfolio: an Engineering System perspective
26/06/15
23 J. Oehmen, C. Thuesen:Complexity in PPP
• Three different types of project elements :simple, complex, chaotic
• Three drivers of complexity and what to do about them – Technology and Organization – Uncertainty – Human Behaviour
• Managing simple, complex and chaotic projects
• Whitepaper: „Complexity Management: An Engineering Systems Perspective“
Complexity in PPP: an engineering system perspective
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Complexity: definition and «drivers»
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Complexity: definition (1)
- Number/diversity of system elements – Number/diversity of relationships between syst. elements
- Changes in structure (adding / removing elements/relationships) – Emergent and counterintuitive behaviour
(1) White paper J. Oehmen, C. Thuesen:Complexity in PPP
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Simple, complex, chaotic project elements
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• Stable
• Clear and known cause-and-effect relationships
• Requirements are known
• Challenge: Efficiently execute known best practices
• Understandable
• Feedback loops
• Emergent behaviour
• Challenge: Make complexity manageable;
• Unclear cause and effect relationships
• Turbulent: Rapidly changing environment
• Emerging requirements
• Challenges: – „Complex“ vs „Chaotic“:/decoupling of truly chaotic elements
Simple elements
Complex elements
Chaotic elements
J. Oehmen, C. Thuesen:Complexity in PPP
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Simplex, complex, chaotic elements: examples (1)
26/06/15 (1) White paper J. Oehmen, C. Thuesen:Complexity in PPP
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Chaotic systems
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E. Lorenz- Deterministic non periodic flow-J. of Atmosph. Sc., vol. 20, March 1963 ChaosBook – www.chaosbook.org See also: https://www.youtube.com/watch?v=_njf8jwEGRo Robert Sapolsky (Stanford Un.): Chaos and reductionism
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Uncertainty and project lifecycle
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• Long lifecycles increases the number of factors that are seriously affected by uncertainty
• The context might change… e.g. regulation;
J. Oehmen, C. Thuesen:Complexity in PPP
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Tackling Complexity: management options
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TECHNOLOGICAL -ORGANIZATIONAL COMPLEXITY
UNCERTAINTY
HUMAN BEHAVIOUR
• Modularity
• Network Analysis
• System Dynamics
• Antifragility
• Mindfulness
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Antifragility concept and principles
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Harvey Maylor, Paul Chapman SAID Business School You can’t fix all project problems at the level of the project
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32 H. Maylor, P. Chapman: You can’t fix all the project problems at the level of the project
• The complexity / capability gap
• Need for an organizational response
The complexity crisis
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The framework
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Identifying and managing complexities
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The complexity-capability gap
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Thank You
26/06/15Presentation Title
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Responding to complexities: styles of leadership
26/06/15 H. Maylor, P. Chapman: You can’t fix all the project problems at the level of the project
