Working Group B: What principles are important in dealing with complexity?

[Sebastian Winter]

#19637

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Hello MRC SIG,

Through the ICCPM Research Support Program, we are supporting a study out of one of our Academic Partners, Western Sydney University. The study is titled ‘Developing a net-zero carbon project management competency maturity model for infrastructure projects in Australia‘, and the research team are conducting a survey which we would like to invite you to participate in.
The survey should take 6 to 7 minutes to complete.

You can find more information on the study, here:
https://iccpm.com/research/

And the link to the survey, here:
https://surveyswesternsydney.au1.qualtrics.com/jfe/form/SV_9FQSAsSbcO8WIYK

[Sebastian Winter]

#19563

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Hello everyone,

Ahead of the meeting tomorrow, this is a reminder to check your emails for the latest MRC SIG reminder email from ICCPM as the link for the meeting will change each time in order for the SIG to be opened by the Co-Chairs instead of ICCPM staff.

I will be online and ready to send the link through in case anyone has any trouble.

Kindly,
Sebastian
Marketing and Communications Coordinator

[ian mack]

#19556

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Thanks Davin.

I would like to meet this superhuman person! I think that it is a useful primer for project team leaders to consider employing as a way to guide their teams when their people are running too hard and fast in any direction when faced with an emerging complex (and always seemingly urgent) problem.

I took another of the many ‘good leadership’ lists (enclosed file) , and one might see all of these attributes within the attachment. The one that might be missing is patience unless it is under calm & thoughtful. And as always, any of these could be a weakness depending on the context.

Perhaps the ‘well rounded’ project execution team leader will someday be supported by an AI-generated avatar akin to DATA in Star Trek (now I am dating myself for sure …) – Ian

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[Davin Shellshear]

#19549

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Hi Group B

I wondered what you might think of a recent blog I saw:

https://cutlefish.substack.com/p/tbm-274-how-capable-leaders-navigate?utm_source=post-email-title&publication_id=24711&post_id=142017363&utm_campaign=email-post-title&isFreemail=true&r=2ddplo&open=false&utm_medium=email

The discussion is attached in case you have difficulty accessing it

Cheers

Davin

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[ian mack]

#19546

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Hi Simon – I think Davin may have confused you by including in his post the draft of the ICCPM Thought Leadership topic for the coming year. That is not the Working Group’s paper as the paragraph mentioned is in ICCPM’s product. If you have any suggestions for the other paper (our Working Group paper), they are most welcome as possible amendments on cross-discipline considerations – in a post to the website, or at our meeting next week.    Ian

[Simon Springate]

#19539

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I really like the paper

My only suggestion is to move the paragraph “Reconceptualising Hierarch” to before procurement, I think it is the most attention-grabbing paragraph and draws in to the rest

[Davin Shellshear]

#19494

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Hi Group B

Our erstwhile scribe and producer of extraordinary documents (Ian Mack in case you hadn’t guessed) has worked tirelessly to update the paper on Cross-Discipline Engagement, drawing on our last meeting, etc. I have formatted the outcomes of his labours and the result is posted here.

Ian thinks, and I agree, that the paper is essentially done.

PLEASE read the paper before our next meeting so we can come to a finalisation of this topic.

I think this paper provides a great foundation for the next ICCPM Roundtable Series – ‘Rethinking Boundaries in Complex Projects’, so it would be really good if we are able to present our final paper as input into these Roundtable discussions.

Cheers

Davin Shellshear

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[Davin Shellshear]

#19426

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Hi Group B

Attached is the transcript of our meeting on 8th February.

Happy reading

Cheers

Davin

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[ian mack]

#19420

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Thanks Davin. Not sure my Word Version 2002 will capture all the features, but I will work with what translates as best I can. See you soon – Ian

[Davin Shellshear]

#19418

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Hi Group B

I have formatted Ian’s paper into the official ICCPM format

I think

Cheers

Davin

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[Simon Springate]

#19409

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OK – I have not read the document end to end yet but a couple of things jumped out

I do agree that the focus maybe drifting from our SIG remit and note the proposal;

“To better enable risk management of complex projects, what other disciplines or communities are essential to enabling the project enterprise’s leadership to achieve project success, and what unique adjustments should such disciplines consider to support project managers in navigating complexity?”

I trimmed it;

“What disciplines or communities are vital for effective risk management in complex projects and what changes should they make to assist project managers?

I then thought about the Assurance communities and how rules are expanding and making major projects more complicated.  The recent door plug and Boeing’s woes illustrate to me that increasing regulation, which the regulators can’t physically (financially) validate, pushes self-monitoring (the project checks itself).  Is this an example of how risk management of a complex program needs to be driven as much by stakeholders as the Project team?

[ian mack]

#19367

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Hi Team – I regret this late post, as a result of technical issues. I have now data-mined the second of our meeting transcripts, integrated it into the first data-mined report and produced the first draft of a paper on the subject of cross-discipline engagement considerations (attached). Please note the following;

– I have not formatted it as per the recent direction from ICCPM, the many hours expended to get to this stage was more than I would have desired

– I am not sure that we are on the path of the question we set for ourselves, and suggest that we replace it with the following: “To better enable risk management of complex projects, what other disciplines or communities are essential to enabling the project enterprise’s leadership to achieve project success, and what considerations may be appropriate in addressing common cross-discipline challenges?”

Hope to see you at the imminent meeting this week – Ian

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[Davin Shellshear]

#19054

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As part of my desire to increase the entertainment level of our group, I thought I would suggest the following thoughts on Zombie Leadership.

“Zombie leadership lives on not because it has empirical support but because it flatters and appeals to elites, to the leadership industrial complex that supports them, and also to the anxieties of ordinary people in a world seemingly beyond their control.

It is propagated in everyday discourse surrounding leadership but also by the media, popular books, consultants, HR practices, policy makers, and academics who are adept at catering to the tastes of the powerful and telling them what they like to hear.” S. Alexander Haslam Mats Alvesson Stephen D. Reicher c

link: https://lnkd.in/gczhMV5W

I might suggest Tourish ‘The dark side of transformational leadership: A critical perspective’

Routledge (2013) for further interest.

Cheers

Davin

[Davin Shellshear]

#19051

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Hi Group B

Thought you may be interested in a somewhat academic paper by Dr Michael Jackson – following on from Andrew’s accolades for this person

Cheers

Davin

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[Davin Shellshear]

#19029

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Hi Team

Attached is the notes arising from our meeting on 18th January 2024.

It is absolutely packed with good discussion and great ideas. Well worth a read.

Cheers

Davin

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