Managing Wicked Projects Framing Problems as Projects Professor Andrew Gale School of Mechanical, Aerospace and Civil Engineering The University of Manchester

data are not information on their own

clearer

data in context and organised to create information Obvious

characteristics of a wave data organized as information shapes characteristics of a wave data organized as information have meaning

A Wicked problem for you Make a hole in an A4 sheet of paper that you can pass your whole body through

“Great Wave off Kanagawa” Hokusai Katsushika (1760-1849) Wicked problems are like waves

Do you remember this one?

Fukushima Daiiachi Nuclear Disaster Wicked problems for Japan and the world Complex Projects Complex Contexts Countless Stakeholders

Wicked Problems Wicked problems are difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize Just like a complex project Dynamic context Dynamic stakeholders

The Problem as Project Project: unique, transient endeavour to achieve planned objectives Context: governance and setting Stakeholders: organisations or people with an interest or role in the project or impacted by it

Context as Wave Waves can be modelled but they are complex The more that context and parameters are not assumed the more complex the modelling To surf elegantly we must organise, understand the context, decide on a process, use appropriate tools and be competent

Choose appropriate tools

surf the chaos

Constantly redefine the problem But is it what I think it is? Oh Dear!!!! Constantly redefine the problem

Things go wrong! Assume nothing

Told you

Russia – my story Why won’t they answer our us? The massive Seminar Signing the “Protocol” Language – etymology Менеджер, Управляющий ? Прибыль Age bands

Information Richness of Communication Channels Low channel richness High channel richness Routine Non-routine Source: Based on R.H. Lengel and D.L. Daft, “The Selection of Communication Media as an Executive Skill,” Academy of Management Executive, August 1988, pp. 225–32; and R.L. Daft and R.H. Lengel, “Organizational Information Requirements, Media Richness, and Structural Design,” Managerial Science, May 1996, pp. 554–72. Reproduced from R.L. Daft and R.A. Noe, Organizational Behavior (Fort Worth, TX: Harcourt, 2001), p. 311.

Determinants of Complexity [Syed, Gale, et al (2010)] Type People Product Process Structural Number of teams Location(s) Number of Subsystems Number of Technologies Organisation Structure Stakeholder and Resource Management Technological Technical knowledge, experience Newness Novelty Technical difficulties Technology Management Uncertainty New team(s) Poor Relationships Lack of Leadership Low Senior support Unclear Specification Variations Scope Change Stakeholder Communications Planning Management

USA – my story Institutions appear sometimes insular Language and meaning Organisation, Process and Transactions Systems perspective Formality in informality Power and networks

Genogram Technique Recording

Legend LEGEND

Soft Skills in Complex Projects [Syed, Gale, et al (2010)] Structural Complexity uncertainty of goals and methods Technical Complexity new and unfamiliar = high uncertainty Directional Complexity unshared goals and ambiguity in objectives Temporal Complexity dynamic environment outside of control

Singapore – my story Power – distance ratio Hierarchy Attitude to Risk Process - procedures Historical context Power of metrics Influence Face

Hofstede’s Four Dimensions of Culture Low Power-Distance Low Uncertainty Avoidance Masculine High High Power-Distance Collectivist USA, UK, Australia Sweden, Denmark, Norway Germany Japan Hofstede’s Four Dimensions of Culture Individualistic Feminine

Which of these countries has the highest context culture? England Greece China Sweden USA Vietnam

Brazil – my story Learning from Singapore Power- distance ratio Industry – Academic partnership Institutional strategic support

Wicked Problems Multicultural Life Higher Education Understand Context Understand the nature of uncertainty Culture and motivations drive behaviour Understand Stakeholders Importance of: People-Organisation-Process Interface Models are valuable Tools useful but do NOT give solutions

Thank you Questions ? Andrew.gale@manchester.ac.uk Twitter: @AWGale

Have you solved the wicked problem I gave you?