incose pmi simplifyingcomplexprojectmanagement2015!05!05publish
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March 2015
Implementing SE and Advanced PM
in Large and Complex Projects:
The Case of A New Airport Operational Readiness Project
Prof. Dov Dori, Prof Aaron Shenhar, Ori Orhof
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March 2015
לכ נים יחו לי ?נעד-אה
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March 2015
Systems Engineering
,מכא.טכנולוגהנדסת מערכות היא ניהול המושתת על ידע
מערכות שתשתיתןמהנדס מערכות הוא אדם המנהל
מהקונקורד לכיפת)ולכן עליו להיות מהנדס,טכנולוגית
(.'41ע,ברזל
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ORAT - Organizational Readiness and Airport Transfer
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ORAT - Operational Readiness and Airport Transfer
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Complex Systems (Products) and Complex Projects
Complex SystemsMultiplicity of diverse, connected, interdependent, and
adapting components
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Complex Projects
• Structural complexity
• Uncertainty
• Urgency• Dynamics
• Socio-Political
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ORAT - Operational Readiness and Airport Transfer
1st level – All airport
1. Departing passenger
2. Arriving passenger
3. Departing baggage
4. Arriving baggage
5. Departing cargo
6. Arriving cargo
7. Departing airplane
8. Arriving airplane
9. Transfer
10. Lateral processes
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2nd level – Departing pax.
1. Arriving to airport
2. Traffic and parking
3. Entering to terminal
4. Security profiling
5. Check-in
6. Check-point
7. Passport control
8. Departure hall
9. Boarding
3rd level – Check-in
1. Regular
2. Oversized baggage
3. Supersized baggage
4. Overweight
5. Animals
6. Late passenger
7. Wheelchaired
8. Unaccompanied child
9. VIP
10. Diplomat
11. …
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ORAT Project – Complex Product and Complex Project
• Processes
– 10 Core processes (1st level) – ~100 Secondary processes (2nd level)
– ~700 Sub-processes (3rd level)
• Process planning
– SOP (Standard Operating Procedure)
– Procurement
– IT
– Bids (subcontracting and
concessionaries)
– Construction changes
– Recruitment
– Instruction & training
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Complex Systems
Multiplicity of diverse,
connected,
interdependent, and
adapting components
Complex Projects
• Structural complexity
• Uncertainty
• Urgency
• Dynamics
• Socio-Political
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Systems Engineering “Vee Model”
9 Source: SE Handbook, 2011
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Vee Model Adapted for ORAT
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ORAT Processes = ORAT ComponentsSome Components are More Critical than the Others
• Processes
– 10 Core processes (1st level)
– ~100 Secondary processes (2nd level)
– ~700 Sub-processes (3rd level)
• Process planning – SOP – Standard Operating Procedure
– Purchasing
– IT
– Bids (subcontracting and concessionaries)
– Construction changes
– Recruitment
– Instruction & training11
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What is a Critical Component?
A 'critical component' is defined as a unit of work at the
subproject level which imposes exceptional risk to the
success of the project.
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What is Project Success?
Scope
ScheduleBudget
Scope
ScheduleBudget
Value
Project Governance - Efficiency
Product Management - Effectiveness
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Efficiency Vs. Effectiveness
• Product management – to do the right things – Effectiveness (Scope, Value to the Customer)
• Project governance – to do things right – Efficiency
(Budget and Schedule)
No project is ever a complete failure - it can always
serve as a bad example (Murphy’s book of laws - the futility factor )
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What is a Critical Component?
A 'critical component' is defined as a unit of work at the
subproject level which imposes exceptional risk to the
success of the project.
The Success of the Project is:
1. The Efficiency of the project governance
2. The Effectiveness of the product
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Can’t see the forest for the trees
Can’t see the trees for the forest
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Components of Complex Projects / Programs
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Critical Components Analysis - CCA(The risks to the project’s success)
1. The efficiency of the project governance –
Challenge (difficulty)
2. The effectiveness of the product – Vitality (importance)
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The Challenge (Difficulty) to the Project
• Uncertainty of the method (way) or goals
• Structural complexity
• Urgency
• Regulation
• Organizational Bureaucracy
• Lack of resources
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The Vitality (Importance) to the Product
• Value to the customer
• Competitive advantage
• Functional centrality
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Critical Components Analysis - CCA
1. The efficiency of the project governance – Challenge (difficulty)
2. The effectiveness of the product management – Vitality (importance)
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Criticality Vitality Challenge Process
Medium High
Low
Arriving to
airport
Medium Medium Low Traffic and
parking
High High High Check-in
(SSBD)
High High High Passport
control
Medium High Low Boarding
Low Low Low Gardening
CCA of Departing-Passenger process
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The Dimension of Challenge and Vitality
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Challenge
difficulty to the completion of the
component
Vitalityimportance to the success of the product
Internal
:Solution
The level of uncertainty of the solution
required to achieve the component
:Function
How central is the component to the
functionality of the product
External
:Constraints
Demands and constraints imposed byexternal to the project elements (e.g.
regulation, bureaucracy, management)
:Value
The contribution of the specificcomponent to the competitive
advantage of the product over its
immediate competition or the value it
provides to customers and users
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Constraints Value
Function
Solution
Uncertainty
Essential
Central
Marginal
Unknown-Unknowns
Known-Unknowns
Known-Knowns
LimitingRestrictingBounding
Nice-to-Have Better-Have Must-Have
External I n t e r n a l
Vitality
Effectiveness of the product
Challenge
Efficiency of the project management
The Diamond of the Sub-Project Level
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Constraints Value
Function
Solution Uncertainty
The Component’s Diamond Managerial Implications
Early start (ASAP)Finish as soon as possible
Functional Tests
Early start (ASAP)
Stakeholder management
Regulation management
Risk management
Time & budget slacks
Early start (ASAP)
Functional modelling
POC and prototyping
Management Reviews
Learning and selectionism
Late design freeze
Time & budget slacks
Early start (ASAP)
Customers testing and feedback
Marketing involvementProduct prototyping
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In Conclusion
• Processes
– 10 Core processes (1st level)
– ~100 Secondary processes (2nd level)
– ~700 Sub-processes (3rd level)
• Process planning – SOP – Standard Operating Procedure
– Purchasing
– IT
– Bids (subcontracting and concessionaries)
– Construction changes
– Recruitment
– Instruction & training25
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Vee Model Adapted for ORAT
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Critical Components Analysis - CCA(The risks to the project’s success)
1. The efficiency of the project governance –
Challenge (difficulty)
2. The effectiveness of the product – Vitality (importance)
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Constraints Value
Function
Solution
Uncertainty
Essential
Central
Marginal
Unknown-Unknowns
Known-Unknowns
Known-Knowns
LimitingRestrictingBounding
Nice-to-Have Better-Have Must-Have
External I n t e r n a l
Vitality
Effectiveness of the product
Challenge
Efficiency of the project management
The Diamond of the Sub-Project Level
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Constraints Value
Function
Solution Uncertainty
Small Diamond Managerial Implications
Early start (ASAP)Finish as soon as possible
Functional Tests
Early start (ASAP)
Stakeholder management
Regulation management
Risk management
Time & budget slacks
Early start (ASAP)
Functional modellingPOC and prototyping
Management Reviews
Learning and selectionism
Late design freeze
Time & budget slacks
Early start (ASAP)
Customers testing and feedback
Marketing involvementProduct prototyping
Addi i l I d i
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Additional Industries:
Complex Projects of Complex Systems (Products)
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