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Project Management from Simple to Complex

Project Management from Simple to Complex.

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Project Management from Simple to Complex

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  1. Project Management from Simple to Complex

  2. This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA

  3. Chapter 2Project Profiling

  4. Learning Objectives • Identify project attributes that can be used for project profiling • Define project profiling • Identify different methods of typing projects • Describe the characteristics of complex systems • Identify the categories used by the Darnall-Preston Complexity Index • Describe each of the external attributes that contribute to project complexity

  5. Learning Objectives • Describe each of the internal attributes that contribute to project complexity • Describe each of the technological attributes that contribute to project complexity • Describe each of the environmental attributes that contribute to project complexity

  6. Using a Project Profile • Common attributes among projects allow the profiling of a project • Attribute: Characteristic of an entity or object • Information on project size and location • Enables the parent organization to assign an appropriate project manager

  7. Using a Project Profile • Project profiling: Process of extracting a characterization from the known attributes of a project • Provides a more comprehensive understanding of the project and should result in: • An appropriate execution approach • The assignment of organizational resources

  8. Project Profiling Models • Typology: Classification or profiling of items that have characteristics or traits in common • Shenhar and Dvir characterized projects based on two dimensions: • Technological uncertainty • System scope

  9. Project Profiling Models • Robert Youker identified basic differences in project types: • Uncertainty and risk • Level of sophistication of workers • Level of detail in planning • Newness of technology • Time pressure

  10. Complex Systems and the Darnall-Preston Complexity Index • The complexity of a system is determined by: • The number of parts or activities • The degree of differentiation between the parts • The structure of their connections

  11. Complex Systems and the Darnall-Preston Complexity Index • Heterogeneous and irregularly configured systems are complex • Have multiple interacting components • Collective behavior cannot be inferred from the behavior of the components • Complexity is context dependent

  12. Complex Systems and the Darnall-Preston Complexity Index • Projects are complex adaptive systems • Adaptive system: Organization of elements that change in response to events in its environment • Relationship dependence: Activities that are affected by events that change the characteristics of other activities

  13. Complex Systems and the Darnall-Preston Complexity Index • Complex adaptive systems: • Tend to self-organize • Adapt to changing environments • Adapt to changes in the project’s internal situation

  14. Darnall-Preston Complexity Index DPCI™ • A project profiling system that groups project attributes into four categories: • Internal attributes • External attributes • Technological complexity • Ecological attributes

  15. Darnall-Preston Complexity Index DPCI™ • Identifies the experience, knowledge, skills, and abilities needed by the project manager • Has implications for the composition, organization, and skills needed by the project leadership team • Provides information and a context for: • Developing the project execution plan • Assessing the probability of success

  16. Darnall-Preston Complexity Index Structure • The DPCI was developed around four assumptions: • All projects are unique • Projects have common characteristics • Characteristics can be grouped together to create a project profile • There is an optimum execution approach for each project profile • An optimum set of skills and experience for the project manager and execution team

  17. Darnall-Preston Complexity Index Structure • External attributes that contribute to project complexity: • Size • Duration • Available resources

  18. Darnall-Preston Complexity Index Structure • Internal attributes that contribute to project complexity: • Clarity of project objectives • Clarity of scope • Organizational complexity • Stakeholder agreement

  19. Darnall-Preston Complexity Index Structure • Technological attributes that contribute to project complexity: • Newness of the technology • Familiarity of team members with the technology • Environmental attributes that contribute to project complexity: • Legal • Cultural • Political • Ecological

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