What is complex project management?
Classical project management is an essential element in delivering good complex project management (CPM) – but it’s not sufficient.
I was recently asked by a delegate at the IDEAA conference what the difference was between existing project process and methods and complex project management.
When we refer to “complex projects” we talk about those were there is significant ambiguity or uncertainty amongst the stakeholders; sometimes this is because of political influence, new technologies or cultural differences. Scale can add to complexity, but even very large scale projects are not by definition necessarily more complex.
One clear instance where CPM would be beneficial is the implementation of the Murray-Darling basin management plan. A range of state, territory and federal government agencies, along with industry stakeholders share responsibility for management of the basin and it has a long history of conflict and delays.
CPM is not a methodology. It is a discipline of thinking about projects in a different way.
Existing traditional or classical processes and methods remain an important ingredient to successful delivery of all projects. However, whilst important, in an ambiguous, uncertain and non-linear environment they are sometimes not sufficient. Although it does introduce new tools and approaches to education, complex project management is not a new ‘process’ or ‘method’. Complex Project Management is about helping equip organisations and individuals with an improved set of skills and tools.
We need to create the capacity for our organisations to think systemically, hence the introduction of systems thinking into the lexicon and ICCPM’s focus on Systems Thinking as one of the important executive development imperatives. When dealing with complex projects where we have a plethora of stakeholders’ interests and interfaces, where we have significant political challenges, where the end solutions are not immediately apparent, we need to enable our people to think in cognitively complex ways. What I mean here is having a mental model that doesn’t automatically force organisations or its people into a reductionist way of thinking when dealing with complexity. This of course informs the need for further education in complexity leadership.
New sets of tools are important. Some such as Behaviour Trees, Complexity Analysis and View Point Modelling are making an important contribution towards helping organisations manage complexity and are available for immediate deployment through ICCPM’s Associate Partner network. With the launch of the CPM Report and the specialist research centre, we will see the investment in research to continue develop a broader range of tools, benchmarking and simulation to support the CPM Community.
Stephen Hayes is the Chief Executive Officer of the International Centre for Complex Project Management, an independent international not-for-profit company that aims to better enable the global community to deliver complex projects and manage complexity. He is working extensively in the international community with other government agencies and corporations to deliver this new global resource. Stephen is also the Chair of the International Complex Project Management Task Force and Chair of the International Complex Project Management Research Council.
Stephen Hayes MBE is the Chief Executive Officer of the StrategyDotZero Enterprise Platform. He is internationally recognised as the founding Managing Director and Chief Executive of the International Centre for Complex Project Management. He was also Chair of the International Task Force that developed the internationally acclaimed report ‘Complex Project Management – Global Perspectives and the Strategic Agenda to 2025’ and the founding Chair of the International Complex Project Management Research Council. Building on his extensive industry expertise, Stephen continues to support government and industry in the successful delivery of complex endeavours including the transformation of strategy execution and business performance.
aslin8r
January 25, 2012 at 7:22 am
CPM Training
Although this is an emerging field it sounds as though it really would be beneficial for there to be more training in standard project management, complex project management and even frontline management don’t you think?
marygrace
June 13, 2012 at 6:59 am
awesome
yes that’s right too. For me it would always be good topic to differentiate this existing project process and methods and complex project management.
Stephen Hayes
June 14, 2012 at 2:30 am
ICCPM Associate Partner Capabilities
Mary Grace,
Thanks for your comments.
Last year we released an international report in collaboration with Global Access Partners titled "Complex Project Management – Global Perspectives and the Strategic Agenda to 2025". In addition to setting up an international specialist research centre for CPM (KD2), ICCPM was asked to establish an Associate Partner Network (APN) bringing together the world’s leading new CPM education, support services and tools. The APN is now established and acts as a central hub for industry and government to access these services. Systems Thinking executive courses for example are already bieing delivered in Australai, UK, Canada and USA.
Of longer term importance, through KD2 ICCPM is now leading a series of international research projects.
Stephen Hayes
MD/CEO ICCPM