Ebook Effective Project Management (Seventh edition): Part 2

Ebook Effective Project Management (Seventh edition): Part 2 presents the following content: Complexity and Uncertainty in the Project Management Landscape; Agile Project Management; Extreme Project Management; Comparing Linear, Incremental, Iterative, Adaptive, and Extreme PMLC Models;... Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.

2 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo i 61 leq 5q Par t 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a III kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c Complex Project Management fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t pd j2 If TPM is the “Happy Path,” then APM and xPM are something altogether different Happy is in the eyes of the beholder, and some might find complex project management happy because they relish the challenges it provides They are the chefs among us Others, the cooks among us, fear having to think their way out of a project challenge and would rather have the comfort of a recipe they could follow without having to think—too much anyways The project landscape defined in Chapter spans from the projects where both goal and solution are known and clearly defined to those projects where either or both of the goal and solution are not clearly known or defined As you traverse this landscape, several factors affect the project These are discussed in Chapter In the complex project world at least one of the goal or solution is not clearly known at the outset of the project That usually means that the TPM models won’t work and some adjustments will have to be made Be comforted in the fact that the phases along with the tools, templates, and processes that support TPM projects will still be applicable in this complex landscape, but not in the same way as you have been using them in the TPM world The first step into the complex project world is with projects whose goal is clearly defined but whose solution is missing some or most parts These are the APM projects Chapter 10 discusses these projects The problem here is that whatever solution is discovered, the business value that it delivers may not be acceptable Unfortunately, these projects must result in finding the best solution possible That puts new challenges on the shoulders of the sponsor, the client, and the project team, and new models will be needed That is the purpose of Chapter 10 ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 4g 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 01 02:23:55:PM 11/15/2013 Page 309 5a pu 3z z5 dn 4l qe c09.indd uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw Part III ■ Complex Project Management 1o 0j g2 2y yz bt so 01 o8 xg ts t1 310 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q The second step into the complex project world is a deeper step and involves projects whose goal cannot be clearly defined It will often be a desired end state but whose attainment may not be possible These so-called extreme projects are the topic of Chapter 11 Another type of complex project might be thought of as solutions out looking for problems to solve and that is in fact what they are but with a twist I leave the details of that discussion for Chapter 11, too And finally, there are specific PMLC models for the APM and xPM projects discussed in Chapters 10 and 11, and these are discussed in Chapter 12 Chapter 12 equips project managers with the information needed to make good choices as to the best-fit PMLC models and their maintenance fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 4g 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe Page 310 02:23:55:PM 11/15/2013 c09.indd uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf CHAPTER 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 Complexity and Uncertainty in the Project Management Landscape 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw The design, adaptation, and deployment of project management life cycles and models are based on the changing characteristics of the project and are the guiding principles behind practicing effective project management yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 Don’t impose process and procedure that stifles team and individual creativity! Rather create and support an environment that encourages that behavior s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h —Robert K Wysocki, PhD, President, EII Publications, LLC le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 CHAPTER LEARNING OBJECTIVES e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư After reading this chapter, you will be able to: 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs ■ Know how complexity and uncertainty affect the project landscape n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 4g ■ Incorporate requirements, flexibility, adaptability, change, risk, team cohesiveness, communications, client involvement, specifications, and business value into how you will choose and use a project management life cycle (PMLC) model 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd ■ Use the Requirements Breakdown Structure (RBS) as the key ingredient of the bestfit decision model 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu You have now completed the foundation of what I will call the traditional project management process It was once the only way projects were managed Then along came complexity, uncertainty, and a market that demanded speed and agility The agile age was officially launched with the publication of the Agile Manifesto in 2001, and we have since entered the twenty-first century with a huge collection of agile project management approaches Most of them were for hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe Page 311 02:23:55:PM 11/15/2013 c09.indd 311 uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j 312 g2 2y yz bt so 01 o8 xg ts t1 Part III ■ Complex Project Management fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo i 61 leq 5q software development projects and little else In the chapters of Part III, I will organize all of these approaches into the landscape defined in Chapter and discuss when to use them, their strengths and weaknesses, and finally how to adapt them to the variety of project management challenges that you will encounter The material from Parts I and II will be adapted to these unique and challenging high-risk situations It is a project world filled with complexity and uncertainty, as described in this chapter 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu Understanding the Complexity/Uncertainty Domain of Projects dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa e4 bc The four-quadrant project landscape (Figure 9-1) is used first to categorize the project to a quadrant, and within that quadrant to select a best-fit PMLC model But even having made that categorization and selected a best-fit PMLC model based on goal and solution clarity, you are not quite finished Contemporary projects have become more uncertain, and along with this increased uncertainty is increased complexity and risk Uncertainty is the result of changing market conditions that require high-speed and high-change responses to produce a solution in order to be competitive Complexity is the result of a solution that has eluded detection and will be difficult to find That imposes a challenge on the project manager to be able to respond appropriately Hence the complexity of project management increases as well Uncertainty and complexity are positively correlated And finally, risk increases along with increasing complexity and uncertainty 9y db dk zh r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o a9 9r Solution e5 5m ak y 9f vjl 6p k8 2c zx jp ey 0ư APM r qq TPM y lk8 Clear t jl5 xPM m MPx qư Not Clear 90 Not Clear 1q Clear 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư Goal 4g 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r Figure 9-1: The Project Landscape fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la As you move through the quadrants from clarity to lack of clarity and from low uncertainty to high uncertainty, the project management processes you use must track with the needs of the project Here’s a general word of advice: 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd pu 3z z5 dn 4l qe Page 312 5a 02:23:55:PM 11/15/2013 01 c09.indd uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j Chapter ■ Complexity and Uncertainty in the Project Management Landscape g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 As you move through the quadrants, remember that “lots is bad, less is better, and least is best.” In other words, don’t burden yourself and your team with needless planning and documentation that will just hinder their efforts As my colleague Jim Highsmith said in his book Agile Project Management: Creating Innovative Products, 2nd Edition, (Addison-Wesley Professional, 2009): “The idea of enough structure, but not too much, drives agile managers to continually ask the question, ‘How little structure can I get away with?’ Too much structure stifles creativity Too little structure breeds inefficiency.” TPM projects are plan-driven, process-heavy, and documentation-heavy and hence are very structured projects As you move to Quadrants and 3, project heaviness gives way to lightness Plan-driven gives way to just-in-time planning, which is change-driven and value-driven, rigid process gives way to adaptive process, and documentation is largely replaced by tacit knowledge that is shared among the team members These are some of the characteristics of the many approaches that fall in the APM, xPM, and MPx quadrants You will learn how to choose and adapt several models and approaches that fall under the umbrella of agile This notion of heavy versus light is interesting I’ve always felt that any project manager must see value in a project management tool, template, or process before they are willing to use it Burdening them with what they will perceive as a lot of non-value-added work is counterproductive, to be avoided, and will probably not be used by them in the spirit in which it was intended This becomes more significant as the type of project you are managing falls into the TPM, xPM, or MPx quadrants Furthermore, project managers will resist, and you will get a token effort at compliance My overall philosophy is that the less non-value-added time and work that you encumber your project managers with the better off you will be Replacing non-value-added work to make more room for value-added work will increase the likelihood of project success This is the foundation for the lean approaches to complex project management (see Chapter 10) Time is a precious (and scarce) resource for every project You need to resist the temptation to add work that doesn’t directly contribute to the final deliverables Up to a point project managers should determine what is a valueadd to their project processes and documentation Make it their responsibility to decide what to use, when to use it, and how to use it A good manager makes it possible for his or her project managers to be successful and then stays out of their way I’ll get off my soapbox for now and get back to the discussion of project complexity and uncertainty ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 4g 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk or 8y D E F I N I T I O N : N O N  V A L U E  A D D E D W O R K Non-value-added work jk rb pe dz 4b nr 2o zs 06 sd t4 xh 4la xs a 3y involves the consumption of resources (usually people or time) on activities that not add business value to the final product or process 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 01 02:23:55:PM 11/15/2013 Page 313 5a pu 3z z5 dn 4l qe c09.indd 313 uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j 314 g2 2y yz bt so 01 o8 xg ts t1 Part III ■ Complex Project Management fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu Each quadrant of the project landscape has different profiles when it comes to risk, team, communications, client involvement, specification, change, business value, and documentation This section examines the changing profile of each domain as a project moves from quadrant to quadrant Complexity and uncertainty are positively correlated with one another As projects become more complex, they become more uncertain In the TPM models, you know where you are going and you know precisely how you are going to get there The definition of where you are going is described in the RBS and how you are going to get there is described in the WBS Your plan reflects all of the work, the schedule, and the resources that will get you there There’s no goal or solution complexity here As soon as you move away from a clearly specified solution, you leave the comfort of the TPM world and are in the APM world, which is no longer as kind to you The minute you have uncertainty anywhere in the project, its complexity goes up You have to devise a plan to fill in the missing pieces There will be some added risk—you might not find the missing piece, or when you do, you find that it doesn’t fit in with what you already have built Go back two steps, undo some previous work, and the required rework The plan changes The schedule changes A lot of the effort spent earlier on developing a detailed plan has gone to waste By circumstance, it has become non-value-added work If you had only known As less and less of the solution is known, the impact of non-value-added work on project success becomes more and more of a factor Time has been wasted APM models are better equipped than TPM models to handle this uncertainty and the complexity that results from it The models are built on the assumption that the solution has to be discovered Planning becomes less of a one-time task done at the outset and more of a just-in-time task done as late as possible during project execution There is less and less reliance on a plan and more reliance on the tacit knowledge of the team That doesn’t reduce the complexity, but it does accommodate it So even though complexity increases across the TPM to APM to xPM to MPx landscape, you have a way to deal with it for the betterment of your client and your sanity as a project manager Remember, project management is organized common sense and always aligned with good business decisions dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 4g 8l ưq t3 ez n2 oo 6d tg 2f ita lsv ưz d1 Requirements du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc fv0 g The first place that you encounter complexity is in the RBS As project complexity increases, the likelihood of nailing the complete definition of requirements decreases To all observations it might look like you have defined the necessary and sufficient set of requirements that when built into the solution will result in delivering expected business value But due to the complex interactions of the requirements that value may not be realized Perhaps a missing requirement will surface At a more fundamental level maybe project scope needs to expand to include the additional requirements needed to achieve expected business e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd pu 3z z5 dn 4l qe Page 314 5a 02:23:55:PM 11/15/2013 01 c09.indd uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j Chapter ■ Complexity and Uncertainty in the Project Management Landscape g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 value In a complex software development project, the extent of the number of requirements can be staggering Some may in fact conflict with each other Some may be redundant when it comes to contributing to expected business value Some will be missing Many of these may not become obvious until well into the design, development, and even integration testing tasks I recall a project to develop a wage and salary administration system The system I envisioned was way ahead of its time and would strain the available technologies and software development tools I was the senior budget officer for the organization, business analyst, and client for the project and was responsible for facilitating the process to gather and document requirements I was familiar with all of the conventional processes for gathering requirements and felt that I had done an exemplary job The resulting RBS and WBS was a 70-page description of more than 1,400 functions and features Looking back on that project I don’t see how anyone could absorb a 70-page document and conclude that the WBS was complete We assumed it was only to find out later that it wasn’t ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il Flexibility 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e ưe oiw vf As the project complexity increases, so does the need for process flexibility Increased complexity brings with it the need to be creative and adaptive Neither is comfortable in the company of rigid processes APM projects are easily compromised by being deluged with process, procedure, documentation, and meetings Many of these are unrelated to a results-driven approach They are the relics of plan-driven approaches Along with the need for increased flexibility in APM and xPM projects is the need for increased adaptability Companies that are undergoing a change of approach that recognizes the need to support not just TPM projects but also APM projects are faced with a significant and different cultural and business change For one thing, the business rules and rules of the project engagement will radically change Expect resistance Flexibility here refers to the project management process If you are using a one-size-fits-all approach, you have no flexibility The process is the process is the process This is not a very comforting situation if the process gets in the way of common-sense behaviors and compromises your ability to deliver value to your client Wouldn’t you rather be following a strategy that allows you to adapt to the changing situations rather than being bound to one that just gets in the way? TPM projects generally follow a fixed methodology The plan is developed along with a schedule of deliverables and other milestone events A formal change management process is part of the game plan Progress against the planned schedule is tracked, and corrective actions are put in place to restore control over schedule and budget A nice neat package isn’t it? All is well until the process gets in the way of product development For example, if the business situation and priorities change and result in a flurry of scope change requests yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 4g 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 01 02:23:55:PM 11/15/2013 Page 315 5a pu 3z z5 dn 4l qe c09.indd 315 uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j 316 g2 2y yz bt so 01 o8 xg ts t1 Part III ■ Complex Project Management fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu to accommodate the new business climate, an inordinate amount of time will then be spent processing change requests and re-planning schedules at the expense of value-added work The schedule slips beyond the point of recovery The project plan, having changed several times, has become a contrived mess Whatever integrity there was in the initial plan and schedule is now lost among the many changes APM is altogether different Remember, APM, like all project management, is really nothing more than organized common sense So when the process you are using gets in the way, you adapt The process is changed in order to maintain focus on doing what makes sense to protect the creation of business value Unlike TPM processes, APM processes expect and embrace change as a way to find a better solution and as a way to maximize business value within time and budget constraints That means choosing and continually changing the PMLC model to increase the business value that will result from the project Realize that to some extent scope is a variable in the complex project management world xPM and MPx projects are even more dependent upon flexible approaches Learning and discovery take place throughout the project and the team and client must adjust on a moment’s notice as to how they are approaching the project Risk of failure is very high and how you use available resources must be protected by the project management process dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th Adaptability fx sp ym an 5r 43 uj yu 8q e6 The less certain you are of project requirements, functionality, and features, the more need you will have to be adaptable with respect to process and procedure Adaptability is directly related to the extent to which the organization empowers your team to act The ability of your team to adapt increases as empowerment becomes more pervasive To enable your team members to be productive, senior managers need to stay out of their way as much as possible One way to stay out of their way is to clearly define and agree with them about what they are to and by when, but be careful not to overstep your role as an effective project manager by telling your team members how to complete their assignments Don’t impose processes and procedures that stifle team and individual creativity! This would be the death knell of any complex project Instead, create an environment that encourages creativity Don’t encumber the team members with the need to get sign-offs that have nothing to with delivering business value Pick your project manager and team members carefully and trust them to act in the best interest of the client dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 4g 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 0w Risk versus the Complexity/Uncertainty Domain 4v k4 dc oq ư8 bư m xq v xr zu n8 Project risk increases as the project falls in the TPM, APM, xPM, and MPx categories In TPM, you clearly know the goal and the solution and can build b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd pu 3z z5 dn 4l qe Page 316 5a 02:23:55:PM 11/15/2013 01 c09.indd uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j Chapter ■ Complexity and Uncertainty in the Project Management Landscape g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 a definitive plan for getting there Templates that have had the test of time are often used and any risks associated with their use are minimal The exposure to risks associated with product failure will be low The focus can then shift to process failure A list of candidate risk drivers would have been compiled over past similar projects Their likelihood, impact, and the appropriate mitigation strategies will be known and documented Like a good athlete, you will have anticipated what might happen and know how to act if it does As the project takes on the characteristics of APM, two forces come into play First, the PMLC model becomes more flexible and lighter The process burden lessens as more attention is placed on delivering business value than on conformance to a plan At the same time, project risk increases Risk increases in relation to the extent to which the solution is not known On balance, that means more effort should be placed on risk management as the project moves through APM and looks more like an xPM project There will be less experience with these risks because they are specific to the product being developed In xPM and MPx projects, risk is the highest because you are in an R & D environment Process risk is almost nonexistent because the ultimate in flexibility has been reached in this quadrant but product risk is extremely high There will be numerous product failures because of the highly speculative nature of xPM and MPx projects, but that is okay Those failures are expected to occur Each product failure gets you that much closer to a feasible solution, if such a solution can be found within the operative time and budget constraints At worst, those failures eliminate one or more paths of investigation and so narrow the range of possible solutions for future projects ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 Team Cohesiveness versus the Complexity/Uncertainty Domain 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 In TPM, the successful team doesn’t really have to be a team at all You assemble a group of specialists and assign each to their respective tasks at the appropriate times Period Their physical location is not important They can be geographically dispersed and still be successful The plan is sacred and the plan will guide the team through their tasks It will tell them what they need to do, when they need to it, and how they will know they have finished each task So the TPM plan has to be pretty specific, clear, and complete Each team member knows his or her own discipline and is brought to the team when needed to apply their skills and competencies to a set of specific tasks When they have met their obligation, they often leave the team to return later if needed The situation quickly changes if the project is an APM, xPM, or MPx project First of all, there is a gradual shift from a team of specialists to a team of generalists The team becomes more self-organizing, self-sufficient, and selfdirecting as the project moves across the quadrants TPM teams not have to be co-located Although co-location would make life a bit easier for the project manager, it is not a necessity 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 4g 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke tk n7 7ip xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu xe pm jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd 01 02:23:55:PM 11/15/2013 Page 317 5a pu 3z z5 dn 4l qe c09.indd 317 uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j 318 g2 2y yz bt so 01 o8 xg ts t1 Part III ■ Complex Project Management fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu It is highly recommended that APM, xPM, and MPx teams be co-located Research has shown that co-location adds significantly to the likelihood of successful completion of these complex projects However, often conditions render co-location unlikely despite arguments to the contrary Not being co-located creates communication and coordination problems for the project manager Most complex projects require a creative environment be established and having a co-located team makes that a bit easier One of the first APM projects I managed had a team of 35 professionals scattered across 11 time zones Thirtyfive is a large APM team but it is manageable We were still able to have daily 15-minute team meetings! Despite the communications obstacle, the project was successfully completed, but I have to admit that this project added considerably more management overhead for me than there would have been if the team was co-located dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 Communications versus the Complexity/Uncertainty Domain 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v The Standish Group surveys over the past decade or more have found that the lack of timely and clear people-to-people communications is the most common root cause for project failure I am referring here to both written and verbal communications media The following is the current prioritized list of the top 10 reasons for project failure as reported in the Standish Group CHAOS 2010 Report Projects fail because of: jn xp u 8il 2s 3o 2z o sq ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e vf ưe oiw yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd Lack of user input vo b8 vw ho 3n bk Incomplete requirements and specification sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as Changing requirements and specification v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx Lack of executive support jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 Technology incompetence q4 f 6x l4u 69 0v 2h 4r Lack of resources zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb Unrealistic expectations x3 o3 z5 uư 71 o fk yfp za 6p Unclear objectives ưc et ls n8 9n gư 4g 8l ưq t3 ez n2 oo 6d tg 2f ita ưz d1 lsv du ke Unrealistic time frames tk n7 7ip xn t0 ư1 ei 10 New technology m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 3y gu pm xe The first three items on the list are related to people-to-people communications, either direct or indirect As a project increases in complexity and heightened uncertainty, communication requirements increase and change When complexity and uncertainty are low, the predominant form of communications is one-way (written, for example) Status reports, change requests, meeting minutes, issues reporting, problem resolution, project plan updates, and other written reports are commonplace jg 9h m xf q 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 p3 0f 7a 3m tjb yi bs lz 2r fh 3f 8jm m gy wk 8y or jk rb pe dz 4b nr 2o zs 06 sd t4 xh xs a 3y 4la 5e ig 0ja 0w 4v k4 dc oq ư8 bư m xq v xr zu n8 b1 d3 np ab ciw ib i ws 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 ae z4 d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc qy 42 xc wư b8 31 p6 sd pu 3z z5 dn 4l qe Page 318 5a 02:23:55:PM 11/15/2013 01 c09.indd uư 0m m hj 05 j ke fb 6x on 67 tk zg zu t0 i8w u8 k qu yy j ef 6jt i1 yv d fzz f7 ih u4