[Richard Barber]

in reply to: Working Group B: What principles are important in dealing with complexity? #18921

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Thanks for the post Davin – and Happy New year to you and to everyone involved in the MRC SIG.

In the attachment, it’s good to see the focus on taking a risk perspective – although it seems to me that although they tackled the complexity of mega projects they did so without first rethinking the nature of risk (and of effective risk management) in complex environments.  Their references to and use of risk categories are an example – truly complex risks defy categorisation and trying to do so limits our ability to see, understand and manage systemic risks well.

Nonetheless a worthwhile read.  I have noted it as a reference for my Masters Degree students to have a look at.

Again, HNY to everyone.

[Richard Barber]

in reply to: Working Group B: What principles are important in dealing with complexity? #18291

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Hi everyone,

It’s been a while since I commented on the work of the MRC SIG, or attended a meeting.  I am overloaded with other things, but I do watch what is happening.

I’ve read the recent paper.  Well done to everyone involved.  It successfully tackles complex project management from a complexity perspective and provides leaders with some important considerations for project success.  While some of those considerations should be ‘n0-brainers’ for experienced project leaders, others are less obvious and hence are in some ways more valuable.

I think that it is the combination of all of the considerations that is most powerful.  Dealing well with most of them is good but if you miss <span style=”text-decoration: underline;”>any</span> of them, it will mean that you carry increased risk of sub-optimised outcomes.  As such, each is what I would call a ‘critical lead indicator’.    The question for us might be whether we have identified all of these critical lead indicators (or not)?  Is such a list even possible?

Regardless, well done done to everyone who worked on this.

Is there a plan to publish this paper beyond ICCPM’s membership?   I’ve already had one inquiry, but can’t oblige them because it is currently a “members only” document.

Regards, Richard

 

 

[Richard Barber]

in reply to: Working Group B: What principles are important in dealing with complexity? #16362

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Hi everyone,

It’s really good to see the continuing conversation and collaboration.  I’m sorry that I’ve not been attending meetings.  My work and home life is so full right now I have to make some hard choices.  I’ll join the MRC SIG meetings when I can.

Warm regards,  Richard

[Richard Barber]

in reply to: Working Group B: What principles are important in dealing with complexity? #15550

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Hi everyone,

I’m sorry to be less involved in the ICCPM MRC SIG – its mainly pressure of work but also Covid and other challanges.     Today I was notified of an IRM SIG on pretty much the same topic as we are discussing.  The intial meeting for that IRM SIG is this Thursday at 1pm (BST).

Here is a link:https://the-irm.org/FOL-7YQBV-8719AD466AE854222YRAQ8736DC483E5E425FC/cr.aspx

Despite the time-zone challanges, I’m going to try to attend partially because I am about to rewrite a book chapter on “Risk Leadership” and I’d like to hear what IRM memebrs are saying.

Regards,

Richard

 

[Richard Barber]

in reply to: Working Group B: What principles are important in dealing with complexity? #15179

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Hi Everyone,

I’m sorry if this is a bit off-topic.  I am currently doing a systemic risk factors analysis of a very large infrastructure project and one of the ‘systemic risk factors’ identified is a lack of reources for project management and for support work such as impact assessments, stakeholder engagement etc.

I know dollar value is an overly simplistic measure, but at present this project seems likely to invest less than 1% of its value into doing the thinking, analysis, governance, project management and planning needed for success.   Everthing for the management of this project is being done on a shoestring, despite its huge overall strtategic importance and also its construction value (cost).

There is correlation between the degree of investment in effective project governance, management and other support work – and project success.    Any suggestions for papers or research showing that to be true?

Regards,  Richard

[Richard Barber]

in reply to: Working Group A: What practical, useful risk tools and methods are available that can help project managers to visualise and understand complex interconnected risks and their implications? #14049

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Hi everyone,

A reminder – Working Group A will not continue at this stage, so there will NOT be a meeting today.

We had a great discussion on 2nd Feb with two main outcomes:

(1)   Right now, its best for MRC SIG to focus on a single working group.  Working Group A will cease at least for the time being.

(2)  It was proposed that ICCPM should develop a library of short videos on risk management techniques for use in complex environments.   Richard (as the outgoing facilitator of this group) will suggest that to ICCPM.

Don’t forget that on this thread of the MRC SIG forum, there are quite a few resources that were created by the work of Working Group A.  Also, that your can get some of the same information by looking at the video of the MRC SIG webinar on 25th Jan – its available to memebrs on the ICCPM website.

Happy hunting everyone!!!

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[Richard Barber]

in reply to: Working Group A: What practical, useful risk tools and methods are available that can help project managers to visualise and understand complex interconnected risks and their implications? #13882

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During and since the recent MRC SIG webinar, several people has expressed interest in understanding more about how and why traditional risk management approacghes are not effective or sufficient for complex project environements.  I’ve recently come across a very good (short) book that provides a well-rounded overview of the challanges for leaders in managing risk in a complex world.  Only 88 pages, its an easy read.

‘Tame, Messy and Wicked Risk Leadership’   by David Hancock.   Published by Gower.   

I have a paper copy, but I think it may also be available as an ebook.

 

[Richard Barber]

in reply to: Working Group A: What practical, useful risk tools and methods are available that can help project managers to visualise and understand complex interconnected risks and their implications? #13879

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Hi.

Please note that responses to Chat comments after the Webinar on 25th Jan have been posted on the General thread of this forum.

Attached are meeting notes from the last Working Group A meeting of 12th Jan.  My apologies that the notes have been posted so long after that meeting.   I’ll blame pressure of work!

The main discussion on the 12th Jan meeting was about how we might use polarity mapping as a technique to help risk managers and leaders.  I was blown away by the diversity of ideas, many of which clealry have real, substantial value.   So please do open the attachment and read through it, looking for the gems from your personal perspective.  Its less than 2 pages – and its well worth the read.

Warm regards from your outoging co-chair of the MRC SIG, Richard.

• This reply was modified 2 years, 2 months ago by Richard Barber.

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[Richard Barber]

in reply to: General Discussion – MRC SIG #13868

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<u>Responses to ‘Webinar Chat’ on 25th Jan 22.</u>

Thank you to everyone who attended the MRC SIG Webinar on the 25^th January, and how took part in the chat conversation during the webinar and/or the MRC SIG meeting that followed.

Some general information arising from the chat:

• Getting the Presentation Slides. Everyone who attended should have received a follow up email and survey.  If you completed the survey, you should have also been given access to the webinar presentation slides.
• Continuing the Discussion(s). Some of the chat questions were answered effectively by others in the chat.   The best way to find out more or to continue those conversations, please register for the MRC SIG.  By doing so, you will be able to:
  • Post and comment on the SIG Forum
  • Attend SIG meetings
  • Receive regular updates on SIG meetings and events.
• Future meetings. As noted above, if you register for the MRC SIG you will be kept informed about future meetings and/or events.
• ICCPM Cert IV. For all of the questions raised and discussed in the chat, undertaking the ICCPM Cert IV provides broad and comprehensive insights.  Consider attending the course yourself, or speaking with someone who has.

What is a complex project?  This topic was raised several times and there were multiple responses by others in the chat.  Several themes evident in the responses are noted here.  Otherwise, join the MRC SIG and pose the question in your own way to get insights from others.  Response themes and ideas include:

• Projects are not just simple or just complex, although larger projects with more stakeholders and longer timeframes have greater levels of complexity than smaller, simpler projects. In every project it is possible to consider what parts of the project are relatively simple in nature and can be managed using traditional management methods, and which are less tangible, definable, dynamic and or interconnected and hence complex.
• If apparently well-managed projects are experiencing unexpected crises, perhaps this indicates complexity.
• Any project involving people, relationships and behaviours inherently involves complex factors that make decision making and governance more challenging.
• A highly complex project is likely to lead to outcomes that even in hindsight are not easy to understand.
• If you are not already, making use of sense-making models such as Cynefin (David Snowdon) can give very useful insights in any given context.

How can we deal with tiers of (complex risk)?   This can relate to project, program and portfolio – and also to strategic, operational, tactical.   Some comments were posted in the chat on the day.   In the broad, this is a challenge that applies regardless of the level of complexity faced, except for three quite significant challenges:

• It can be difficult to document and report complex risks across levels and boundaries, if only because they are difficult to represent in ways that are easily understood and because they are very much contextual. Part of the answer is to consider whether people across tiers have shared expertise and shared training in tools and language appropriate for managing complex risks.
• The second challenge is that decision makers at different levels may demand clear, simple advice – not allowing a real conversation or sharing of complex factors no matter how well described they are. This problem is a sign of capabilities issues in individuals or (even more likely) it’s a reflection of the ways in which the organisation thinks and works (its culture).
• Finally, there is a tradition in risk management of ‘passing risks’ up and down organisations as though they can be managed in parcels. In complex environments this is a false assumption.   Almost any complex risk will (at the same time, or over time) have project, program and portfolio implications that are different but inter-related.  To try to manage the risk at any one level is therefore likely to be ineffective.   Bring the tiers together into a single shared conversation is necessary – but may not fit with the local culture or practice!
• One way to overcome some of these challenges is to ensure that senior leaders have effective education and training in dealing with complexity (risks and otherwise). When this is not the case, senior leaders will tend to hold existing linear thinking and processes for risk management in place, no matter how well others in the same organisation are able to see, understand and articulate complex uncertainties.

 

[Richard Barber]

in reply to: Working Group A: What practical, useful risk tools and methods are available that can help project managers to visualise and understand complex interconnected risks and their implications? #13766

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Happy New Year.

Don’t forget the MRC SIG Working Group A meeting tomorrow (12th Jan 22) at 5:30pm Canberra time.

Polarity mapping – a useful tool for risk management?  How?

Also don’t forget the MRC SIG Webinar and Meeting on the 25th Jan – see detail in earlier posts, on the website and in the last ICCPM newsletter.

Richard

[Richard Barber]

in reply to: Working Group A: What practical, useful risk tools and methods are available that can help project managers to visualise and understand complex interconnected risks and their implications? #13742

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Hi everyone,

Happy Holiday Season!  I hope everything is great for you and for your family, now and into the New Year.

The notes from our last meeting (Polarity Management) are attached.   Also some reminders:

• Next Working Group A Meeting. We agreed that the next meeting should be Wed 12^th   It could be a general discussion, or perhaps deal with risk aspects of polarity mapping?
• Webinar 25^th Jan. The webinar has an emphasis on participatns getting ‘takeaways’ of value and also to see that the SIG is worth joining.
• Short SIG Meeting. A short ‘full MRC SIG’ will follow the webinar, that everyone can attend whether members or not.  It will focus on looking ahead and look for new/emerging co-chairs etc.

Are they in your calendar?

Warm regards,

Richard

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[Richard Barber]

in reply to: Round Table report presentation #13623

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That’s a really great question, Stephen.   It’s also difficult to answer.   I persoally reckon we should work hard to avoid the requirement for a substantial ‘rite of passage’ as you say.

To do that, we would need to think about this challenge as it applies not only to complex projects but also to the career path for project leaders and to managementy education and training at all levels.

Perhaps it would be a start to ensure that complexity education and training is always part of mainstream management education and training.    Rather than doing traditional management and/or project management training and then upskilling to complexity, we should regard them as one thing.

In terms of the PMBOK, it would need to become an effective guide for all projects, whether relatively simple or much more complex.

Food for thought.

[Richard Barber]

in reply to: Working Group A: What practical, useful risk tools and methods are available that can help project managers to visualise and understand complex interconnected risks and their implications? #13567

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Hi,

 

Here is the agenda for todays WG A meeting.

Also a pdf copy of the presentation Collin Smith will use.

• This reply was modified 2 years, 4 months ago by Richard Barber.
• This reply was modified 2 years, 4 months ago by Richard Barber.

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[Richard Barber]

in reply to: Working Group A: What practical, useful risk tools and methods are available that can help project managers to visualise and understand complex interconnected risks and their implications? #13535

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Our Working Group A meeting on Wed 1st Dec will have a close look at polarity mapping, briefed by Collin Smith the CEO of ICCPM.   As background, have a look at the short paper Collin write on decision making in the Covid-19 pandemic (attached).  It’s very cool to have Collin involved!

 We’ll also discuss what is happening early next year including the webinar and MRC SIG meeting on the 25th Jan.

See you in the meeting on Wednesday at the usual time (5:30pm Canberra time).

• This reply was modified 2 years, 4 months ago by Richard Barber.
• This reply was modified 2 years, 4 months ago by Richard Barber.

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[Richard Barber]

in reply to: Working Group A: What practical, useful risk tools and methods are available that can help project managers to visualise and understand complex interconnected risks and their implications? #13432

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Attached are the notes from our 10th Nov Working Group A meeting.  It contains some notes re Systemic Bowtie and other discussions we had about methods/tools for working on risk in complexity.

It also includes the latest version of our Method/Tool Assessment Table.   Have a look at it.   Three of the methods/tools discussed still need to have an assessment entered.  Perhaps Val, Stephen and Davin can each have a go at the relevent line in the table and let me know?  (A quick guess in this case is better value for people that an empty line).

Note that our next meeting (1st  Dec) will focus on Polarity Mapping as a method/tool.   We’ll also consider what the important messages should be for the MRC SIG weinar on 25th Jan.

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