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Project Manager : Project Manager June July 2013
www.aipm.com.au Project Manager 39 FURTHER READING Remington, Pollack (2011). Tools for complex projects. Aldershot, England; Burlington, Vermont: Gower. replace a wide range of existing fighter, strike and ground attack aircraft for the US, the UK, Canada, Australia, e Netherlands and their allies. With such a wide range of di ering and changing interests it is easy to understand why. Temporal -- where the environment outside the project experiences significant change and projects have little direct influence or control. Public sector projects, such as education or tax reform often suffer from this, but organisations in the private sector are also impacted during times of organisational change. Sony was a leader in CRT TVs with its Trinitron brand, but lost millions by continuing to invest in the technology when the market shifted to plasma TVs. Sharp, the leader in plasma TVs, experienced the same problem when the market moved to LCD and then LED TVs. A multi-headed monster Projects can exhibit more than one type of complexity, and even include all four. For example, the development of a new mine in an environmentally sensitive location can exhibit complexity in all four dimensions. This article is too short to list all of the tools and many will be familiar to PMs. Highlighting how they help manage the different complexities makes the task of selecting them easier for PMs, making the book a good read for practitioners and a useful addition to any PM's library. So, apart from supporting PMs, how does this help PMOs? Firstly, PMOs often have a centre of excellence function -- so understanding ways to manage complexity can help ensure project teams become aware of tools and techniques for managing complexity. Where PMOs manage portfolios, they need to ensure a balance of complexity across projects and the organisation's ability to manage it, just as organisations need to balance portfolios in terms of strategic objectives, finances, resources and capacity for change. PMOs who provide oversight and scrutiny should include assessment of complexity in projects as a standard risk management tool. Finally, the PMO can look at other ways to develop capability, such as providing Systems Thinking training or introducing a program management framework that has greater emphasis on managing the interconnections between projects. Complexity will always exist and represent a risk to projects. Like any risk, seek to understand the reasons for it and the impact. Involve others and identify an appropriate treatment. It won't go away entirely, but it will become more manageable. ••• COMPLEXITY WILL ALWAYS EXIST AND REPRESENT A RISK TO PROJECTS. LIKE ANY RISK, SEEK TO UNDERSTAND THE REASONS FOR IT AND THE IMPACT TO MAKE IT MANAGEABLE
Project Manager Apr May 2013
Project Manager Aug Sept 2013