Managing complexity: taking back control, Carolyn Limbert, Wednesday 21st January 2015

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

Any Questions?

Carolyn Limbert Principal Planner

Carolyn.limbert@harmonicltd.co.uk

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