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Greetings all,
‘my apologies for not being available prior to this, life has been interesting to say the least.
i would be happy to be involved in the Complexity Mapping, it is a tool I have been using for a number of years, since I learned it many years ago. It is a very useful tool, so would be interested to see what difference have developed since I last attended the course.
Rob
Up::0Morning everyone,
Case Study 9: The Payroll System That Cost Queensland Health AU$1.25 Billion – Henrico Dolfing
Please see the link. Once again Australia covering ourselves in glory
Up::0Morning Everyone,
Two new papers, for perusal and edification:
1 Strategic project management is well written, but adds nothing new, but it is nice to see others on the same path as us, (I’m starting to think there is a conference in the difference between Complex Projects/Megaprojects)
2 Alan Stretton is always worth reading. Although he does prove the PMI is still not getting it.
Attachments:
You must be logged in to view attached files.Up::0Tried to post this a few times, so I will just post the link.
The Inquiry Report – The Edinburgh Tram Inquiry
Another day, another rail report.
Up::0Please find attached an interesting read with regards the use entrepreneurship within projectification of society.
In reading the way that Musk approached the delivery of the project is very much in line with Ian Mack’s rules on Governance of a Compex Project.
Attachments:
You must be logged in to view attached files.Up::0A question for the group?
Could a program of work that has multiple funding sources constitute a complex program.
For example, I worked on a program a few years ago where multiple entities supplied funding for delivery of an R&D program. Due to the number of different public and private groups being involved all brought funds to the table to “buy in”.
After a few years, the Govt agencies started to suffer financial issues due to funding being diverted. This in turn led to delayed progress. Private groups picked up the financial load for a while, hoping for government funding to emerge. In fact, the funding was restored after a year, but became piecemeal. as the Govt bodies had funding withdrawn in other areas.
The project eventually turned into a legal bun fight when the Private companies declared they owned the IP, because they had supplied most of the money and had done most of the words.
The Financial Complexity, could be the heading for some of the uncertainty in programs in such areas as, bribery and corruption.
Up::0I read the UK report with great interest and I was struck by two things. While there was mention of Programme Management and Programme Managers there was no mention of project management or the competency of the people running the project/programmes.
As I was reading the report, I couldn’t help hearing Ian’s words on complex project governance almost on each paragraph.
The amazing levels of parallels between the UK MOD Procurement Group and the Australian CASG were unbelievable, I could have played Snap with the report, when comparing it to Australia.
Up::0Morning all,
In reviewing the wikipedia entry about Incrementalism (thanks Andrew), I came across the term Critical Junction Theory, which I thought was relevant to Complexity.
Critical juncture theory – Wikipedia
<b>”Critical juncture theory</b> focuses on critical junctures, i.e., large, rapid, discontinuous changes,<sup id=”cite_ref-1″ class=”reference”>[1]</sup> and the long-term causal effect or historical legacy of these changes.<sup id=”cite_ref-2″ class=”reference”>[2]</sup> Critical junctures are turning points that alter the course of evolution of some entity (e.g., a species, a society). Critical juncture theory seeks to explain both (1) the historical origin and maintenance of social order, and (2) the occurrence of social change through sudden, big leaps.<sup id=”cite_ref-3″ class=”reference”>[3]”</sup>
My thoughts were drawn to the concept that some of the Transitions we have identified could technically be Critical Junctions. Determining these Critical Junctions could be one more tool in the recognition of Transitions within Complex projects.
Up::0Hi Group,
I have read the document and included a few thoughts (all my changes in green).
There is also another illustration included, that frankly is probably one of the most realistic organisation charts it really this should be mandatory
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