Managing Complex Projects: A New Model
- 3h 40m
- Kathleen B. Hass
- Management Concepts
- 2009
Discover a New Model for Managing Today's Complex Projects!
For organizations to thrive, indeed to survive, in today's global economy, we must find ways to dramatically improve the performance of large-scale projects. Applying the concepts of complexity theory can complement conventional project management approaches and enable us to adapt to the unrelenting change that we ignore at our own peril.
Managing Complex Projects: A New Model offers an innovative way of looking at projects and treating them as complex adaptive systems. Applying the principles of complexity thinking will enable project managers and leadership teams to manage large-scale initiatives successfully.
- Explore how complexity thinking can be used to find new, creative ways to think about and manage projects
- Diagnose complexity on a wide range of projects from small, independent, short projects to highly complex, longer projects
- Understand and manage the complexity of the business problem, opportunity, solution, and other dimensions that come into play when managing large-scale efforts
Use the Project Complexity Model to determine the most effective approach to managing all aspects of a project based on the level of complexity involved.
About the Author
Kathleen (Kitty) B. Hass is the Senior Practice Consultant for Management Concepts. She is a prominent presenter at industry conferences and is an author and lecturer in strategic project management and business analysis disciplines. Her expertise includes leading technology and software-intensive projects, building and leading strategic project teams, and conducting program management for large, complex engagements.
Kitty has more than 25 years of experience in project management and business analysis, including project portfolio management, business process reengineering, IT applications development and technology deployment, project management and business analysis training and mentoring, and requirements management. She has managed large, complex projects in the airline, telecommunications, retail, and manufacturing industries as well as in the U.S. federal government.
Kitty's consulting experience includes engagements with multiple federal agencies, including USDA, USGS, NARA, and an agency within the intelligence community, as well as industry engagements at Colorado Springs utilities, Toyota Financial Services, Toyota Motor Sales, the Salt Lake Organizing Committee for the 2002 Olympic Winter Games, and Hilti US Inc. Kitty is Director at Large for the International Institute of Business Analysis (IIBA®) and has served as a member of the IIBA® Business Analysis Body of Knowledge committee.
She holds a BA in business administration, summa cum laude, from Western Connecticut University.
In this Book
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Foreword
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Introduction—Unprecedented Change in the Business Environment
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Complexity Thinking
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Applying Complexity Thinking to Projects
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The Project Complexity Model
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Conclusion to Part I
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Competencies Required to Manage Complex Projects
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Developing Leaders of Complex Projects
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Conclusion to Part II
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Appropriate Project Cycles for Independent Projects
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Appropriate Project Cycles for Moderately Complex Projects
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Appropriate Project Cycles for Highly Complex Projects
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Conclusion to Part III
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Applying Complexity Thinking to Large, Long-Duration Projects
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Applying Complexity thinking to Large, Dispersed, Culturally Diverse Project Teams
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Applying Complexity Thinking to Highly Innovative, Urgent Projects
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Applying Complexity Thinking to Ambiguous Business Problems, Opportunities, and Solutions
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Applying Complexity Thinking to Projects with Poorly Understood, Volatile Requirements
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Applying Complexity Thinking to High-Visibility Strategic Projects
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Applying Complexity Thinking to Large-Scale Change Initiatives
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Applying Complexity Thinking to Projects with Significant Risks, Dependencies, and External Constraints
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Applying Complexity Thinking to Projects with a High Level of IT Complexity
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Conclusion to Part IV
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Epilogue
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Bibliography
