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Complex Projects - Skills and Approaches - Simon Henley

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Complex Projects - Skills and Approaches - Simon Henley

  1. 1. Complex Projects - Skills and Approaches Simon Henley MBE Rolls-Royce plc
  2. 2. Introduction • Normal Career as a Project/Programme manager • Progressive increases in size/complexity • Realisation that PM skills are necessary but not sufficient • Growing PM as a profession
  3. 3. Complexity Has Many Sources • • • • • • Technical Political Environmental Organisational Skill/Experience etc Complexity Introduces Non-Linearities into projects which do not respond to Linear Management methods
  4. 4. Complexity factors - JSF
  5. 5. Complexity Factors – A400M
  6. 6. Complexity Factors – TP400 Germany France Spain UK Turkey BelgiumLuxembourg Malaysia Export Customers (Organisation Conjoint de Cooperation en matiere d’Armement) ( Division of AIRBUS) 32,2% 25% UMBRA 22,2% 20,6%
  7. 7. Complex vs Complicated • Cost doesn’t necessarily correlate with complexity • Technically difficult programmes can be complicated but not complex • Technically simple programmes can be complex • Complexity characterised by – Emergence – Uncertainty – Political influences
  8. 8. Complex vs Complicated
  9. 9. Tools for Managing Complexity • • • • Technical Tools Management Tools Social Tools Etc…tools If a tool for managing complexity gives you an unequivocal answer, then the problem probably wasn’t complex in the first place
  10. 10. Technical Complexity
  11. 11. A Whole Systems Approach Strategy Governance Programme Skills Delivering Complex Programmes Leadership Culture Learning
  12. 12. Real Life

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