Effective Complex Project Management: An Adaptive Agile Framework for Delivering Business Value - Hardcover

Wysocki, Robert

Hardcover

ISBN 10: 1604271000 ISBN 13: 9781604271003

Verlag: J ROSS PUB INC, 2014

Inhaltsangabe

With technology continuing to invade the business world and the convergence of complexity, uncertainty, and constant change, a whole new class of projects has emerged for which traditional project management models such as Waterfall are totally insufficient. These are called complex projects. Extreme Project Management models and a variety of Agile Project Management models such as Scrum, Rational Unified Process, Feature-Driven Development, and Dynamic Systems Development Method have emerged, but project failure rates have not been measurably reduced.Effective Complex Project Management offers a proven solution to managing any project that must succeed in the face of organizational complexity and market uncertainty, in the form of an adaptive complex project framework. Developed, refined, and validated through 20+ years of client experiences and feedback from project management thought leaders, this framework and robust methodology has demonstrated a favorable impact on project and program management success rates.Dr. Wysocki demonstrates that for program and project managers to be consistently successful in managing complex projects, they need to include in their project management portfolio of processes an adaptive framework that continuously analyzes and adapts to changing and modifying conditions even to the point of changing project management models mid-project. The author's adaptive complex project framework is currently the only robust tool to offer an orderly approach to do just that. When applied and managed correctly, this intuitive framework that proceeds from ideation to set-up to execution has proven to deliver on the purpose of programs and projects without fail, in the form of desired business value.

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Über die Autorin bzw. den Autor

Robert K. Wysocki, Ph.D., has over 45 years combined experience as a project manager, business analyst, information systems manager and business process expert, consultant and training developer and provider. This thought leader and best-selling author has written 24 books on project management and information systems management. His books have been widely adopted by executives, practicing program and project managers, business analysts and consultants, as well as by more than 350 colleges and universities worldwide. Dr. Wysocki has trained more than 10,000 senior project managers and he is a sought-after speake. In 1990 he founded Enterprise Information Insights, Inc. (EII), a project management consulting and training practice specializing in advanced and innovative project management methodology design and integration, business process design, project support office establishment and the development of training curriculum. His client list includes AT&T, Aetna, BMW, Eli Lilly, IBM, Novartis, Ohio State University, Sapient Corporation, The Limited, The State of Ohio, Wal-Mart, Wells Fargo, ZTE, and several others.

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Effective Complex Project Management

An Adaptive Agile Framework for Delivering Business Value

By Robert K. Wysocki

J. Ross Publishing, Inc.

Copyright © 2014 Robert Wysocki
All rights reserved.

ISBN: 978-1-60427-100-3

Contents

Foreword by Kathleen Hass, 
About the Author, 
WAVTM Page, 
Chapter 1 Introduction to The Adaptive Complex Project Framework, 
Chapter 2 The Complex Project Landscape and Business Challenges, 
Chapter 3 Overview of The Adaptive Complex Project Framework, 
Chapter 4 Adaptive Complex Project Framework: Project Ideation Phase, 
Chapter 5 Adaptive Complex Project Framework: Set-up Phase, 
Chapter 6 Adaptive Complex Project Framework: Execution Phase, 
Chapter 7 Establishing and Sustaining Meaningful Client Involvement, 
Chapter 8 Implementing Your Adaptive Complex Project Framework, 
Chapter 9 Frequently Asked Questions, 
Appendix A ACPF Acronyms, 
Appendix B Case Study: Workforce and Business Development Center, 
Appendix C References and Further Reading, 

CHAPTER 1

INTRODUCTION TO THE ADAPTIVE COMPLEX PROJECT FRAMEWORK

We're trying to change the habits of an awful lot of people. That won't happen overnight, but it will bloody happen.

— John Akers, former CEO, IBM

The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew. We must disenthrall ourselves.

— Abraham Lincoln, 16th President of the United States

Markets change, tastes change, so the companies and individuals who choose to compete in those markets must change.

— Dr. An Wang, Founder and CEO, Wang Laboratories

CHAPTER LEARNING OBJECTIVES

• Provide readers with the knowledge or ability to:

• Discuss the critical success factors (CSFs) of project success, as they relate to the Adaptive Complex Project Framework (ACPF).

• Build a project management environment that capitalizes on the reasons for project success.

• Understand the foundations of ACPF as a competitive weapon in dealing with complexity and uncertainty.

• Discuss the Ideation, Set-up, and Execution Phases of ACPF.

• Comprehend the importance of the relationship between ACPF performance and continuous process and practice improvement.

• Start on a journey to "becoming a chef in addition to being a cook," and know why.

• Recognize the fact that the ACPF is a lean approach to project management and why this is important.

THE NEED FOR AN ADAPTIVE COMPLEX PROJECT FRAMEWORK

The genesis of this book came from a report by Samuel Palmisano, former CEO of IBM (IBM, 2010):

IBM Report

The significant finding from the 2010 report was that over half of the 1,541 executives from the 60 countries that were interviewed admitted that they were not prepared to support the complex and uncertain environment in which they were forced to do business and they didn't know what to do about it. Furthermore, they expected complexity and uncertainty to continue to increase.

If this isn't a clarion call to action, I don't know what is!

Most businesses lack the tools and staff to deal with the realities of complexity and uncertainty, and the resulting impact on market position and business growth. This book applies directly to the issues and concerns presented in the IBM report, and it spans the entire project life cycle, from ideation through solution deployment. As a companion to a book targeted to executives and those responsible for the infrastructure to support complex projects (Wysocki, 2010a), this book is a practical "how-to" publication targeted to project management consultants and practitioners.

The IBM report highlighted the efforts of a few standout organizations to manage complexity. Project management, business analysis, business process management, and systems engineering were among the enabling disciplines of the standout organizations. The IBM report provided a road map for this book.

The current business climate is one of unbridled complexity, change, and speed. Most pundits would agree that, except for the simplest of projects or projects that are repeated frequently, it is not possible to specify complete requirements at the start of the project. This situation has placed a significant challenge on organizations and their project managers in that the traditional project management tools, templates, and processes are no longer effective. Requirements are never clearly established and continue to change throughout the life of the project. These projects are called "complex." They are not simple. Cyclical, iterative, and recursive models to deal with complexity have been coming into vogue for more than 30 years. The "Agile Manifesto" (Fowler and Highsmith, 2001) formalized these models at the conceptual level and provided additional guidance for project management thought leaders.

The foundational principles of the project management paradigm are shifting, and any company that does not embrace the shift is sure to be lost in the rush. Much remains to be done as the industry has yet to find a way to favorably impact project failure rates. The ACPF, described in this book, has every promise of favorably impacting those failure rates (Standish Group, 2013). "Change or die" was never a more timely statement than in today's project management environment. To be successful in managing complex projects, you must include, in your project management portfolio of processes, an adaptive model that continuously adjusts to changing and modifying conditions, even to the point of changing project management models mid-project. The ACPF is currently the only robust tool that offers an orderly framework that does just that.

A HISTORICAL PERSPECTIVE

The initial version of the ACPF was developed as part of two client engagements that date from 1994. One project involved process design; the other project involved product design. These two experiences led to the publication of the first version of the ACPF. This original version of the ACPF predates the Agile Manifesto by seven years.

The ACPF presented in this book is a second generation framework. It incorporates more than 20 years of learning and discovery from the experiences and client feedback gained from using and fine tuning the original version. The ACPF presented in this book is a matured version that is ready for prime time! It is a potent business-driven framework, which is used to define and maintain the most effective project management process for a specific project.

This current version of the ACPF embraces all known project management methodologies as special cases.

Every instantiation of the ACPF is based on the project's characteristics, and the project's internal and external environments. To expect a predefined recipe (i.e., an off-the-shelf methodology) to fulfill the needs of complex project management is not realistic and definitely not part of the ACPF. For example, despite Scrum's popularity as a powerful empirical model, an off-the-shelf version of Scrum may not be the best recipe for a specific complex project. The "feeding frenzy" around Scrum abated as managers realized that Scrum was not the "silver bullet" of agile project management practice.

The closest thing that we have to a silver bullet is access to a portfolio of...

Details zur Ausgabe

• Verlag: J ROSS PUB INC
• Erscheinungsdatum: 2014
• Sprache: Englisch
• ISBN 10: 1604271000
• ISBN 13: 9781604271003
• Einband: Gebundene Ausgabe
• Anzahl der Seiten: 352
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Buchbär; info@buchbaer.de; ; Weberstr. 67; Osnabrück; 49084; Deutschland