1. IS 455 - Project Management Complexity and Uncertainty …

2. Complexity and Uncertainty
Agenda
Announcements
House Cleaning
Complexity and Uncertainty
Copyright Tom Sulzer © 2018

3. Introduction
Copyright Tom Sulzer © 2018

4. 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

5. 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

6. 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

7. Ch09: Complexity and Uncertainty …
Contemporary Project Landscape
GOAL
SOLUTION
Clear
Not Clear
Figure
09-01
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8. 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

9. 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

10. Ch09: Complexity and Uncertainty …
Risk
Not
Clear Q4 Q3
Goal
Risk Q1 Q2
Clear
Clear
Not
Clear
Solution
Copyright Tom Sulzer © 2018

11. 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

12. 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

13. Ch03: What Are the PM Process Groups?
Static Risk Assessment Matrix
Figure
03-03
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14. Ch09: Complexity and Uncertainty …
Team Cohesiveness
Not
Clear Q4 Q3
Goal
Cohesiveness
Team Q1 Q2
Clear
Clear
Not
Clear
Solution
Copyright Tom Sulzer © 2018

15. Ch09: Complexity and Uncertainty …
Communications
Not
Clear Q4 Q3
Goal
Communications Q1 Q2
Clear
Clear
Not
Clear
Solution
Copyright Tom Sulzer © 2018

16. 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

17. Ch09: Complexity and Uncertainty …
Specification
Not
Clear Q4 Q3
Goal
Specification Q1 Q2
Clear
Clear
Not
Clear
Solution
Copyright Tom Sulzer © 2018

18. Ch09: Complexity and Uncertainty …
The Requirements Breakdown Structure
Figure
09-02
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19. Ch09: Complexity and Uncertainty …
Change
Not
Clear Q4 Q3
Goal
Change Q1 Q2
Clear
Clear
Not
Clear
Solution
Copyright Tom Sulzer © 2018

20. Ch09: Complexity and Uncertainty …
Business Value
Not
Clear Q4 Q3
Goal
Business Value Q1 Q2
Clear
Clear
Not
Clear
Solution
Copyright Tom Sulzer © 2018

21. 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

22. 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

23. 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

24. Ch09: Complexity and Uncertainty …
Class discussion #4:
What might you do to increase meaningful client involvement?
Copyright Tom Sulzer © 2018

25. 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