This podcast is the first part of an interview with Betsy Clark, President of Software Metrics. In the interview we discussed the recently published book ‘Integrating Program Management and Systems Engineering’. The book is a joint effort between PMI and International Council on Systems Engineering (INCOSE). Among her contributions to the book Betsy provided two case, one on the development of the F/A 18E/F Super Hornet which is the subject of much of this podcast. The book is the product of five years of research and writing by a large team of contributors led by Eric Rebentisch and is both a really solid reference and a guide for integrating the two often conflicting disciplines of program management and systems engineering.
This podcast is a special interview with Stephen Townsend, Director of Network Programs at the Project Management Institute (PMI). In the interview we discussed the recently published book ‘Integrating Program Management and Systems Engineering’. The book is a joint effort between PMI and International Council on Systems Engineering (INCOSE). The book is the product of five years of research and writing by a large team of contributors led by Eric Rebentisch and is both a really solid reference and a guide for integrating the two often conflicting disciplines of program management and systems engineering.
Understanding the impact of method and scope complexity on a project is an increasingly important requirement. Projects are getting bigger and the interfaces continue to grow. In this environment, understanding how mature the definition of the project is and how this is impacted by increasing amounts of new technology and immature assumptions allows project leaders, business leaders and project personnel to deliver better outcomes for all involved.
Goal complexity in project environments includes issues such as the clarity of project objectives, any bias the project may have toward particular outcomes and solutions, how mature the decision making policy is and the overall understanding of any required trade off between cost, schedule and quality. Getting these issues resolved and clarified at the onset of your project will reduce much of the ongoing delivery risk.
In part II of the short series looking at different contributors to complexity in projects and how it impacts and is impacted by virtual teams considers the social interaction and social complexity aspect, including the impact of communications, respect, commitment, contract types and procedures. This article and podcast follow on from the previous one which looked at forms of structural complexity and virtual teams.
I am really happy to announce that from November this year Ulfire will be delivering the Responding to Organisational Complexity course developed by ICCPM on their behalf in Western Australia and eventually also in the Northern Territory. The course is a unique offering that addresses a gap in knowledge between undergraduate and post graduate training around complexity. The first Perth course starts on 6th November 2017.
As part of the short series looking at complexity in project virtual teams we are looking at structural complexity, how it is defined, what makes a project structurally complex and how that structural complexity contributes to or is influenced by having project virtual teams as part of the project make up.
This post is for a podcast interview with Deb Hein the CEO of the International Centre of Complex Project Management (ICCPM) where we discuss the current state of complexity in projects.
Complex projects seem to be appearing everywhere, or at least everyone seems to think they are. This is an introductory article to the role virtual teams play in complex projects, it sets out some of the challenges in differentiating between truly complex project and those that are really just large or at best complicated.
This is the first of a series of articles that will dig into more of the detail of where virtual teams contribute to the complexity of many modern projects and help to establish a better understanding of where complexity sits in the world of modern project management.
Projects are becoming increasingly complicated, they have more stakeholders, they are bigger and they are generally getting harder to complete. Lost in all the growth and complication is the need to address the increasing communications complications, as the teams and challenges have grown so has the need to establish an understanding of their communications needs.
This article discusses some of the challenges and suggests a need for the leaders of the projects to become more inclusive and open in the tools and techniques they use and make available to their teams.