Using a Project Profile

Using a Project ProfileFinal Term: Chapter 1A point to ponderA few years ago, I observed a project manager with a long list of successful projects absolutely struggle with a project. As I looked around, I noticed that often times project managers who do superb jobs on some projects will fail on others. What causes this to happen? Why were project managers successful on some projects but struggling on others?

Reasons:Project managers have not always been assigned to projects based on their skills and the skills required by the project rather by availability. Even if the right managers are available, different skills are required by each project in an industry. Construction VS Software DevelopmentThe technical knowledge needed to manage projects is not the same and having the wrong technical knowledge may make the difference between a successful project and project failure. Even within the same industry, different skills are needed by the project manager for different projects Construction of office plans VS Chemical plant

Developing a project profile is one method for developing an understanding of the project that will allow a systematic approach to developing an execution plan based on the profile of the project and selecting a project manager who has the right kind of experience and skills.

Complex Systems and the Darnall- Preston Complexity Index When is a project complex? The complexity of a system is usually determined by the number of parts or activities Heterogeneous and irregularly configured systems are complex, such as airplanes, and chemical plants. Ordered systems are homogenous and redundant, like a production line in a factory. The degree of differentiation between parts and the number, type, and strength of relationships between parts also influences the degree of complexity. For example, the transistors in a computer have three connections to other parts of the computer, but each nerve cell in the human brain can be connected to thousands of other cells in the brain, which is why the human brain is more complex than a computer.

Projects are complex adaptive systems. Thus, the activities adjust or react to the events of the environment. Successful adaptive systems adjust in a way that facilitates or allows the system or project to achieve its purpose. Complex adaptive systems have two characteristics:They tend to self organize.They adapt to the changing environment.

1. Complex Adaptive Systems Tend to Self OrganizeDuring the start-up meeting of a large complex project, the project manager facilitated the development of the project organization chart that included all the major companies and leaders from the client and key subcontractors.

After the chart was complete, the project manager ripped the chart up in front of the entire project team to demonstrate his key message, which was that there are formal reporting relationships, but the real leadership and communication will change during the life of the project. In other words, the system will adapt to meet the needs of the project at each phase.

Informally, the project team reorganizes information flows and priorities to support the current work of the project and a good project manager facilitates this adaptive behavior of the project organization by minimizing the impact of formal authority and processes.

2. Complex Systems Adapt to Changing EnvironmentProjects are usually nonlinear systems. If we execute an identical complex project three different times, we would deliver three different outcomes. We start with the assumption that the project is deterministic and use scenarios and simulations to develop the most likely outcome, yet a small change such as the timing of someones vacation or a small change in the delivery date of equipment can change the entire trajectory of a project. In addition to responding to changes in the project environment, the internal project organization and environment is in a constant state of change. The adaptation to changes in the projects internal situation while also adapting to the external environment reflects the coevolving nature of a complex adaptive system.

Darnall-Preston Complexity Index

Profiling a project correctly requires a system that is relatively easy to use but that includes enough attributes to capture all the most important characteristics of a complex project. The Darnall-Preston Complexity Index (DPCITM) achieves this objective by grouping eleven attributes into four broad categories: Internal attributesExternal attributesTechnological complexityEnvironmental attributes.

The DPCI was developed around four assumptions: All projects are unique. Projects have common characteristics. These characteristics can be grouped together to create a project profile. There is an optimum execution approach for each project profile and therefore an optimum set of skills and experience for the project manager and execution team.