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

2. data are not information on their own

3. clearer

4. data in context and organised
to create information
Obvious

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

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

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

8. Do you remember this one?

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

10. 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

11. 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

12. 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

13. Choose appropriate tools

14. surf the chaos

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

16. Things go wrong!
Assume nothing

17. Told you

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

19. 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.

20. 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

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

22. Genogram Technique
Recording

23. Legend
LEGEND

24. 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

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

26. 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

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

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

34. 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

35. Thank you
Questions ?
Twitter: @AWGale

36. Have you solved the wicked problem I gave you?