IS 455 - Project Management Complexity and Uncertainty …
Complexity and Uncertainty Agenda Announcements House Cleaning Complexity and Uncertainty Copyright Tom Sulzer © 2018
Introduction Copyright Tom Sulzer © 2018
Weekly status reports update House Cleaning Weekly status reports update Should have a status report turned in for each week. I grade only 5 of the 10 randomly (Except team #4) Gave feedback on week #1 in D2L Not graded = > tentative grade in feedback You can go in and update your status reports I’ll grade the last uploaded file I’m planning on grading the first status report for grade this weekend. So you will want to update them before then. Introduction Copyright Tom Sulzer © 2018
Effective Project Management: Traditional, Agile, Extreme Managing Complexity in the Face of Uncertainty Ch09: Complexity and Uncertainty in the Project Management Landscape Presented by Tom Sulzer Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Summary of Chapter 9 Understanding the complexity/uncertainty domain of projects Requirements Flexibility Adaptability Risk vs. the Complexity/Uncertainty Domain Team Cohesiveness vs. the Complexity/Uncertainty Domain Communications vs. the Complexity/Uncertainty Domain Client Involvement vs. the Complexity/Uncertainty Domain Specification vs. the Complexity/Uncertainty Domain Change vs. the Complexity/Uncertainty Domain Business Value vs. the Complexity/Uncertainty Domain Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Contemporary Project Landscape GOAL SOLUTION Clear Not Clear Figure 09-01 Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Non-Value-Added Work Non-value-added work involves the consumption of resources (usually people or time) on activities that do not add business value to the final product or process. Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … The Complexity/Uncertainty Domain Goal Solution Clear Not Q1 Q2 Q3 Q4 Uncertainty Complexity Requirements Flexibility Adaptability Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Risk Not Clear Q4 Q3 Goal Risk Q1 Q2 Clear Clear Not Clear Solution Copyright Tom Sulzer © 2018
Risk Assessment Template Risk Category (Tech, Proj. Mgmt., Org., etc.): Scope Triangle (Time, Cost, Resources, Scope, Quality): Risk # & Event: Number and risk description. Actions Preventative measures (How to stop it from happening): Prescriptive measures (How to deal with it when it happens): Probability (None, Low, Med, High Very High or 0.0 to 1.0) Likelihood the risk will materialize Impact Potential (None, Low, Med, High, Very High or 0 to N) How significant of an impact does the risk pose. Priority (Yes/No): The level or degree of importance the risk should be given. Mitigate (Yes/Monitor/No): Normalized Risk (#s Only): Product of Probability and Impact Potential Copyright Tom Sulzer © 2018
Class Exercise – Work through assessing risk for the Pizza Delivery Quickly (PDQ) application. Risk Category (Tech, Proj. Mgmt., Org., etc.): Scope Triangle (Time, Cost, Resources, Scope, Quality): Risk # & Event: The client changes requirements frequently. Actions Preventative measures (How to stop it from happening): Prescriptive measures (How to deal with it when it happens): Probability (None, Low, Med, High Very High or 0.0 to 1.0) Likelihood the risk will materialize Impact Potential (None, Low, Med, High, Very High or 0 to N) How significant of an impact does the risk pose. Priority (Yes/No): The level or degree of importance the risk should be given. Mitigate (Yes/Monitor/No): Normalized Risk (#s Only): Product of Probability and Impact Potential (P * IP) Copyright Tom Sulzer © 2018
Ch03: What Are the PM Process Groups? Static Risk Assessment Matrix Figure 03-03 Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Team Cohesiveness Not Clear Q4 Q3 Goal Cohesiveness Team Q1 Q2 Clear Clear Not Clear Solution Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Communications Not Clear Q4 Q3 Goal Communications Q1 Q2 Clear Clear Not Clear Solution Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Client Involvement Involvement Goal Solution Clear Not Q1 Q2 Q3 Q4 Client Client comfort zone Ownership by the client Client sign-off Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Specification Not Clear Q4 Q3 Goal Specification Q1 Q2 Clear Clear Not Clear Solution Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … The Requirements Breakdown Structure Figure 09-02 Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Change Not Clear Q4 Q3 Goal Change Q1 Q2 Clear Clear Not Clear Solution Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Business Value Not Clear Q4 Q3 Goal Business Value Q1 Q2 Clear Clear Not Clear Solution Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Class discussion #1: Suppose two projects have the same expected business value. Project A has a very high estimated business value along with a high probability of failure. Project B has a much lower estimated business value along with a low probability of failure. If you could do only one of the projects, which one would you choose and under what conditions? Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Class discussion #2: Planning APM, xPM, and MPx projects is done just-in-time, rather than at the beginning of the project as in TPM projects. How would you defend the statement that TPM projects take longer than any other project in the landscape? Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Class discussion #3: How might your approach to risk management change as you move from the less risky TPM projects to the riskier APM, xPM, and MPx projects? Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Class discussion #4: What might you do to increase meaningful client involvement? Copyright Tom Sulzer © 2018
Ch09: Complexity and Uncertainty … Class discussion #5: Change is the bane of the TPM project manager and is a necessity for the APM project manager. Is the client likely to be confused about the role of change, and what would you do to mitigate that confusion? Copyright Tom Sulzer © 2018