July 2011
Intermediate to advanced
240 pages
6h 37m
English
book
Executive's Guide to Project Management: Organizational Processes and Practices for Supporting Complex Projects
by Robert K. Wysocki
Content preview from Executive's Guide to Project Management: Organizational Processes and Practices for Supporting Complex Projects
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The Nature of Project Complexity and Uncertainty
Kathleen B. Hass (Managing Complex Projects: A New Model, Vienna, VA: Management Concepts, 2009) offers the most in depth treatment of complexity that we have. She describes complexity in terms of:
- Time, cost, and size
- Team composition and performance
- Urgency and flexibility of cost, time, and scope
- Clarity of problem, opportunity, and solution
- Requirements volatility and risk
- Strategic importance, political implications, multiple stakeholders
- Level of organizational change
- Risks, dependencies, and external constraints
- Level of IT complexity
In a paper written shortly after her book was published (presented at the 2010 PMI Global Congress Proceedings, Washington, DC) she updates the complexity definition with a four-point scale (Independent Projects, Moderately Complex Projects, Highly Complex Projects, and Highly Complex Programs) and displays the values for a specific project in the form of a spider chart. Figure 1.1 is a hypothetical example adapted from her updated definition and published with her permission.
Figure 1.1 Project Complexity Spider Chart
Adapted from: Project Complexity Model 2.0, Kathleen B. Hass © 2010, Kathleen B. Hass & Associates, Inc.
The project illustrated in Figure 1.1 is highly complex as indicated by the project complexity score on Level of IT Complexity and Clarity of Problem, Opportunity, and Solution. ...
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.