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Managing Complexity – Taking Back Control Carolyn Limbert, Principal Planner, Harmonic Ltd, January 2015
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Managing Complexity – Taking Back Control
Carolyn Limbert, Principal Planner, Harmonic Ltd, January 2015
Overview
● Realities of Delivery
● What is Complex?
● Complexity Landscape
● Communication
On Paper…
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
The Reality…
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
(MPA Annual Report 2013-14)
What is Complex?
Making Mayonnaise? Building a Stadium?
Environment + Change = Complex?
Aircraft Carrier – Complicated or Complex?
Back to Basics – Context is key! New view on PM
Performance
Cost Time
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
10
Requirements
What are the common challenges present in a complex
project landscape?
Funding / Finance
Uncertainty Culture
Assumptions Trades
Change
Tempo
Decision Making
Optimism Unrealistic Solutions
Lack of Maturity
Geography
Behaviours Systems of Interests
Regulatory
Organisational Capability
Ambiguity
Risk Stakeholders Dependencies
Duration
Types of Project (PA Consulting, RUSI 2006)
Intr
icac
y
Uncertainty
Straightforward Projects
Complicated Projects
Volatile Projects
V Vee Model
Waterfall
Model
Emergence
Model
Option Model
Complex Systems
Now What?
Perception
Know your areas of Influence & Conrol (INCOSE UK Capability Working Group)
Influence
Control
Influence – Control Spectrum
Purpose
Focus
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
Implem
entatio
n
Systems Thinking 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
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…
Summary
● Know your landscape
● Perception is Key!
● Identify your areas of influence and maximise your areas of control
● Understand your Must Have Requirements
● Early and continual customer buy-in and collaboration
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