Discussion Board Replies

31 Aug Discussion Board Replies

The key concept of this paper is to understand chaos in projects.  This topic is interesting because it is relevant to a variety of situations.  We are involved in multiple projects at work.  Most days it feels like complete chaos.  We cannot see the light at the end of the tunnel, nor do we really understand the ultimate goal of many projects.  Sure, many of them are cost saving initiatives, but there are several bureaucratic process constraints that a simple cost savings project can take years to realize results. Motivation during long projects is lackluster and team members become easily annoyed or bothered by simple requests.  I would like to gain a better understanding of why and how we get to this point so I can help prevent falling into this situation in future team projects.  Any project, whether work related, home, or volunteer, can find itself in chaos if it is not properly understood.  I like to reference those home projects that require ten different trips to the hardware store.  That is chaos at its finest.

Explanation of the key concept

            Simply explained, “Chaos is the antithesis of project management” (Moran & Youngdahl, 2008, p. 187).  Chaos is something to be avoided if at all possible.  Unfortunately, it can creep into a project without being recognized.  It creates confusion and disorder in a project.  The level of chaos related damage depends on the extent of the project manager’s ability to push back and regain order and clarity of the project (Moran & Youngdahl, 2008, p. 187).  The major article summary will highlight how to thrive in the management of chaos.

Major article summary

Burgher, K. E., & Snyder, M. (2014). Managing chaos. College and University, 89(4), 67.

http://liberty.summon.serialssolutions.com/#!/search?bookMark=ePnHCXMw42JgAfZbU1nABSBoqZSFJQesZATVbZwMfLAbeBScMxLzi3kYWNOAIZ3KC6W5GZTdXEOcPXRhRWM8NFSL40FtcWD9A2wTGxOnCgAJ2Sck

 

This article sets out to enlighten readers how management of chaos can actually create opportunity, excitement, rejuvenate the project team, and reap many rewards.  However, it can be catastrophic if it is not embraced and dealt with to the best of the manager’s ability.  Understanding chaos is the new normal, and a way of work life, helps lessen the effects of stress, inefficiencies, and failed projects.  The authors note one of the key aspects of leadership is to protect yourself and your team from non-value added work.  Overloading project teams only contributes to chaos and confusion. This chaos and confusion can lead to team members beginning to compete for attention, success, or the next shining moment.  Managers must pay detailed attention to the big and small aspects of a project.  Understanding chaos allows managers to provide a sense of security to the team which will allow them to feel empowered and flourish.  The authors have created a source that is relevant, accurate, and reliable with regards to understanding chaos.

Discussion

This cited work relates to the key concept of understanding chaos by giving guidance on how to embrace chaos.  The authors provide information on how to manage yourself and your team through chaos, in order to thrive and be successful in a competitive environment.  Chaos is everywhere in every institution, and various situations.  Understanding chaos allows managers to identify, and establish a strategy to dig deep and find their way out of the chaos while reaping the benefits of confidence, strength, and perseverance.  Understanding and managing chaos is not for the weak, only those that allow themselves the opportunity to shine and not back down.

Annotated References

Geraldi, J. G. (2009). Reconciling order and chaos in multi-project firms. International

            Journal of Managing Projects in Business, 2(1), 149-158.

            doi:10.1108/17538370910930572

 

Geraldi, presents the reconciling aspect of order and relevant information on understanding chaos in multi-project organizations, in the form of a thesis. The purpose of the thesis is to find a solution to a practical problem, but from the educational perspective.  The information is based on the personal experience the author had through doctoral studies with the project management group of a mechanical engineering department at University of Siegen, in Germany.  The

significant influences of the research is that empirical data provides evidence to the reality that multi-project organizations experience order and chaos.  Companies that embrace this reality and respond with flexibility are more likely to provide positive end results of a project.  The report found companies more likely to compensate for conflicts opposed to reconciling them.  It also encourages more research to further understand the benefits of reconciling order and chaos in a wider range of institutions since this report focused only on department settings.

Leeman, T. (2002). Managing the chaos of change. Project Management. Journal of

Business Strategy, 23(5), 11.

http://liberty.summon.serialssolutions.com/#!/search?bookMark=ePnHCXMwTV3BCsIwDC0ywTn9h-JJkcpst3U7iigePei5dFs6bwOr_2_COualhRJaaMojL0mTJYuQt8KMxTLNpaAoVURuDp0LtJTLxYSSKo-ZHLvxcDR3ePOyvee948On1wPf3gd3BJ9yQXYrNneoGViHOWHP6-VxvonQPEB0VLIKCZZDtuNKwJNr0K7OEIfrSjnQrSqOTWtBllDUVmnrlE5bKPMGcDmTrs0slRHcDPuOEG2Cdr2RSFwqTZZDwsQgRHBu6E183raxIbUd74GqK5lThaQDuQNFt_d_8qHPJA6emLjv7Nf7P-kfOi9hJA

 

This article contributes to understanding chaos by taking the approach of managing the chaos of change.  The author attributes the high frequency of cost overruns in projects to organizations failing to use the most up to date techniques that enable a more efficient focus of resources.  Change is a challenge for most people and can be extremely difficult in organizations due to the “this is the way it has always been done” attitude.  However, implementation of a work breakdown structure (WBS), provides direction and purpose for employees and eliminates confusion.  WBS accounts for improvements in accounting, communication, timelines, budgets, and workflow of a project because it provides clarity of responsibilities and unifies all necessary tasks of a project.  Emphasis is placed on the planning portion of a project.  Studies have shown that those involved in successful projects spend approximately forty percent of their time in the planning phase.  The balance is split between execution, conceptualization, and contract management.  This article provides a practical way to limit chaos in project management.

Meyer, A. D., Loch, C. H., & Pich, M. T. (2002). Managing project uncertainty: From

variation to chaos. (Executive Briefings). MIT Sloan Management Review, 43(2), 60-67.  https://link-galegroup-com.ezproxy.liberty.edu/apps/doc/A82742105/AONE?u=vic_liberty&xid=d5d3e83d

 

This article identifies four different types of uncertainty, which include variation, foreseen uncertainty, unforeseen uncertainty, and chaos.  Focusing on the understanding of chaos, the authors identify it as projects that do not have any stable assumptions or goals because there is no certainty from the beginning.  In order to manage chaos and increase their chances of success, project teams must be willing to approach the chaos with basically diverse methods.  There is a concrete need for flexibility and for project managers to be able to handle constant changes.  The authors also mention the importance of a balance between autonomy and the organizational discipline.  Project managers also need to know when to cut their losses and cancel projects in their entirety.  While all projects go through uncertainty, there is usually a more dominant uncertainty trait involved.  In order to manage uncertainty and chaos, organizations must find a balance between planning and learning.  Being open to learning is a new concept for most companies, but those that embrace this will have a better chance to produce successful project results.

Singh, H., & Singh, A. (2002). Principles of complexity and chaos theory in project

execution: A new approach to management. Cost Engineering, 44(12), 23-32.

http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/220447111?accountid=12085

 

This article takes on the perspective of cost management in regards to the implications of chaos explained by the chaos theory.  There are many uncertainties and instability of cost estimates, profitability, linear analysis, and long range planning.  Chaos in these portions of project management regularly lead to failed delivery of the intended project result.  The authors take on the scientific definition of chaos, in that it is not a place of disorder and confusion, but that it is unpredictable and sensitive to changes from the initial project start. The study is conducted on philosophical approaches from the viewpoint that there are no tangible tests or evidence for philosophy as there are for science and engineering.   The resulting recommendations for project managers is to pay close attention to the indirect and subtle influences of their planning and management styles.  They must work at the edge of chaos where in lies the opportunity for positive and productive change.

Thomas, J., & Mengel, T. (2008). Preparing project managers to deal with complexity:

Advanced project management education. International Journal of Project

Management, 26(3), 304-315. doi:10.1016/j.ijproman.2008.01.001

 

In this article, the authors examine the role complexity, chaos and uncertainty play within projects and project environments.  Understanding chaos is becoming key to producing a successful project result.  This article provides relevant background information on the evolution of project management and the way it has been taught in educational institutions.  Then it defines the seriousness complexity plays in further development of project managers.  They have found a gap between what is being taught and what is really needed in the professional realm of project management.  This gap requires less textbook training and more development of the emotional and spiritual intelligence of project managers.   The authors provide relevant information on how to incorporate flexibility and adaptation skills to the checklist of skills project managers should obtain to be successful.   The more complex a project is, the more chaos can be created.  Understanding the existence and appropriate reactions to living on the “edge of chaos”, allows for better results which makes this article helpful in understanding chaos.

                    

References

Moran, R. T., & Youngdahl, W. E. (2014). Leading global projects: For professional and

accidental project leaders. London: Routledge.

# 2 Discussion Two – (Laquetta)

Key Concept

             The key concept that will be discussed in this final discussion post is the topic of simplification.  The reason that I decided to research this topic is because I find that it is critical for companies, but it can be very difficult.  Many companies want to do more, when more is not the most beneficial method for the company.  As a project manager it is important that we know what we can and what we cannot do for the project.  Identifying the aspects that can be simplified will help to make the project and company more efficient and overall successful.

Explanation of Key Concept

            Simplification can be a difficult task for any company or project manager because it requires that the organization take a hard look at what aspects they will continue to do, and which ones can be set aside for the betterment of the company.  Simplification is when work is identified as not being critical in order to achieve the end result (Moran & Youngdahl, 2008).  Managers have to able to ask themselves why the work is being performed.  This ranges from the flow of paperwork to the daily functioning of the employees (Davenport & Short, 1990).  The critical part of simplification is that the organization must commit to leaving the work identified as not having to be done in the past.  Simplification only works when the employees and managers are committed to this idea of change.             

Major Article Summary

Backx, J. Hilberath, C. Messessbock, R. Morieux, Y. Streubel, H. (2017). Mastering complexity through simplification: four steps to creating competitive advantage. Retrieved from https://www.bcg.com/publications/2017/people-organization-operations-mastering-complexity-through-simplification.aspx

The authors of this article establish how simplification can be used as a means for competitive advantage if done correctly.  Businesses compete everyday with rivals and competitors to customers.  Technologies are the cornerstone of the competitive advantages that businesses need.  With new technologies emerging, and customer needs and demands changing every day, business are constantly needing to improve their efficiency and efforts.  In their research, the authors found that companies suffer from a host of internal challenges, to include, slow decision-making process, endless meetings, disengaged employees, and increasing costs.  Employees and managers came forth with this data.  Endless meetings was a big issue that many individuals identified.  The time spent in these meetings could be utilized improving technologies or etc.  Manager either refrain from trying to tackle the big problems, or they attempt to address them, only to have the effort fail or even be counterproductive.  Managers can find it difficult to remedy these internal situations because it is how business has always been done.  That is where simplification plays its’ part.  The authors identify two base methods to expand upon, the hard approach and the soft approach.  The hard approach will install a structural element meant to fix the problem, such as a new department.  The soft approach targets behaviors to include team-building to improve capabilities or cooperation.

 

 

Discussion

The cited article has a direct link to the assigned reading.  Moran and Youngdahl (2008) explain that too much stress can hinder performance.  This is why simplification can help projects managers and stakeholders to focus on the project at hand.  Simplification is about determining what does not have to be done.  One main point that Moran and Youngdahl (2008) explain is that simplification is not about efficiency.  It is not about cramming tasks into the day or completing them faster.  It is simply about not doing them.  The authors of the cited work explain that these problems will be different for each company, thus implementing standard best practices will not always work.  The solution of simplifying must be unique to the individual company.

The additional sources related to the reading directly and indirectly.  Arrunada explains the alternate outlook on simplification.  She collaborates the ideas of Moran and Youngdahl by stating that simplification is not a means of efficiency.  That condensing tasks does not constitute simplification.  “Selling simplicity as a means for piling on more work will only increase stress and decrease commitment to simplification” (Moran & Youngdahl, 2008, p. 204).  Simplifying tasks does not mean that employees will need to multitask.  The complete elimination of a task, that is identified as not having to be done is the reason of simplification.

Annotated Bibliography

Arrunada, B. (2007). Pitfalls to avoid when measuring institutions: is doing business damaging business? Retrieved from https://repositori.upf.edu/bitstream/handle/10230/973/1040.pdf?sequence=1

This article identifies that over the past years both governments and international aids have expended a vast amount of funding and resources to simplifying the procedures for setting up firms.  The goal was to reduce the initial costs for setting up firms.  This article discusses the impacts of simplification in the realm of firms and analyzes if this simplification damages these businesses.  There are several costs that are associated when starting up a business.  During this time, it may not be beneficial for a company to simplify because they are not yet aware of what aspects are needed.  The author addresses the idea that simplification does not often happen, but yet the procedures are simply compressed or sped up.  In this case, simplification is not the elimination of tasks, but the redesign of tasks.  The author argues against simplification as a method of best practice due to the risk involved with the elimination of such tasks. The author identifies many examples where there is a false sense simplification because of lower costs and information technology.  The author states that simplification benefits from the apparent modernity of using information technology tools and the apparent rigor of quantitative indicators.  These two factors can create an idea of simplification when really the tasks are only modified to become more efficient.  This article was chosen for its’ opposing view on simplification and to provide an alternate view on how simplification can be misguided.

Davenport, T. Short, J. (1990). The new industrial engineering: information technology and business process redesign. Sloan Management Review. Vol. 31. Retrieved from https://dspace.mit.edu/bitstream/handle/1721.1/48613/newindustrialeng00dave.pdf

This essay focuses on the development of business vision and process objectives.  Developing a solid vision can help to simplify the unnecessary aspects of a business.  When there is no vision, the company will go do many directions and not be able to simplify their work.  After the vision is set, the company will work to redesign their processes.  The idea is to rationalize the process, i.e. eliminate the obvious bottlenecks and inefficiencies.  The authors explain that a good manager will ask themselves why things are done as they are.  The manager should show how job improvement or simplification of work is not only important but also necessary to uncover the easiest, most economical way of performing a particular job.  The authors argue that the redesign of a business process should be undertaken with a specific business vision in mind.  The vision is the key aspect in this research because the vision will lead to the redesign of procedures and thus the simplification of work ideas.  Simplification should lead to cost reduction, time reduction, and better output quality.

Schwenk, C. (1984). Cognitive simplification processes in strategic decision-making. Strategic Management Journal. Vol. 5. Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1002/smj.4250050203

Strategic decision-making is the focus of this article.  This decision-making involves the activities of goal formulation, problem identification, the generation of alternatives, and selection processes.  When making a strategic decision on the simplification aspects of a company, managers must research all of the factors involved to ensure that the work is absolutely not needed.  For example, a meeting can be deemed as not needed, but critical aspects may be discussed in the meeting to improve the company.  The meeting may be needed, but the long duration of the meeting may not be needed.  It is important to clarify what is to be simplified so that all items are not deemed as unnecessary.  The paper discusses the impact that cognitive simplification processes have on the way decision-makers perform their tasks.  Simplification is not an easy task, and the strategic decision-making involved with the ultimate result takes time and research to ensure that the right decision is made for the company.

Soviar, J. (2011). Simplification of marketing scheme for business start-ups. Retrieved from http://www.transcom-conference.com/uploads/archive/2011/S02_2011_Proceedings_part2.pdf#page=101

This paper discusses simplification in regards to marketing planning.  When dealing with new start-up companies, marketing is a key component because customers need to be made aware of the products and company. Without relevant information about market and customers and without funds the idea, no matter how good it is, will not be successful.  Marketing strategies must be identified to ensure that the proper message is sent to the customers, but at a reasonable price.  Setting the parameters for marketing and simplifying the aspects that customers do not need to know is important.  Marketing is about making things simple for the customer.  This article identifies elaborated marketing as the structure for simplicity.  It is an approach which enables, by using relevant information and critical stance, to make simple but accurate marketing plans and strategies.  This simplistic marketing strategy enables companies to simplify their work and maximize on the amount of marketing for their business.  This article was chosen because it provides the idea of simplification in a different light, opposed to the text.  This article shows that simplification can be utilized in any aspect of business.

Reference

Moran, R. T., & Youngdahl, W. E. (2008). Leading global projects. Burlington, MA: Butterworth-Heinemann. ISBN: 9780750682466.

# 3 Discussion Three – Steven

Complexity and Uncertainty

Key Concept and Why You Are Interested In It

I have chosen to focus my research on the key concepts of complexity and uncertainty in global project management. Complexity and uncertainty are two factors of a project that are seemingly ever present.  Variables such as project scope, stakeholder expectations, and team personalities influence the complexity and uncertainty of a project. My personal experience leading projects in the Marine Corps has allowed me to realize that each project yields unique problems accompanied by varying levels of uncertainty.  I hope to learn more about these factors to better understand their causes and how to address them effectively as a global project leader.

Explanation of the Key Concept

Highly complex global projects are naturally accompanied by a lack of clarity.  Global project leaders are faced with the daunting challenge of determining what must be done to avoid the potential for unintended results.  Throughout the course of a complex project, thousands of decisions and assumptions must be made to keep the project moving in the right direction.  These decisions and assumptions are often made in the face of uncertainty, allowing the potential for chaos to creep in.  The chaos theory “suggests that seemingly inconsequential initial conditions can lead to complex and unpredictable project outcomes” (Moran & Youndahl, 2008, p. 192).  In other words, even the smallest decisions made by the project leader can cause significant problems later in the project’s life cycle. Conversely, the complexity theory “suggests that complex beginnings can lead to ordered outcomes” (Moran & Youndahl, 2008, p. 193).  There are project management mechanisms that currently exist for the purpose of coping with complexity and uncertainty and reducing the potential for chaos.  For example, formal approaches like project planning, project control, and risk management seek to bring order to a project by identifying and mitigating potential problems before they arise. However, these approaches are not as effective when leading a new project where the method for achieving a desired outcome is not codified.  New approaches must be constructed to avoid pockets of chaos and ensure higher levels of project clarity.  Regardless of the chosen approach, project leaders must be proactive in identifying early warning signs for chaos so the appropriate measures can be taken (Moran & Youngdahl, 2008).

Major Article Summary

The major article chosen is titled Measuring Project Complexity and Uncertainty: Scale Proposal(Jefferson, Novaski, Anholon, & Besteiro, 2018).  The authors of the article propose a framework for measuring the variables of complexity and uncertainty to determine those that are most likely to influence the outcome of a project.  Significant research, to include surveying global project managers, was conducted to construct a list of variables that contribute to complexity and uncertainty in any project.  The ten variables of a project’s complexity include: relative size of the project, type of innovation, organization size, location of the project team members, type of project, number of departments in the organization involved in the project, level of influence of the changes caused by the project, number of project stakeholders, type of project structure, and deadline pressure (p. 44). The ten variables of a project’s uncertainty include: project duration, milestones achieved, knowledge of project management regarding the type of project to be managed, completion of project on schedule, completion of project within budget, changes in project scope, planning and project control activities in place, volume of investment to execute project, project documentation in place, and project risks (p. 44).

Using the list of variables for complexity and uncertainty, the project team must then assign weighted scores for each to determine the level of influence and significance each variable has on the project. The resulting total scores can then be graphically depicted or applied to various forms of matrices to clearly identify the variables for a project that are most likely to cause complexity and uncertainty.  The next step requires the project leader to implement control measures that manages the identified variables and restricts them from negatively impacting the project. While the proposed framework cannot completely eliminate the potential for chaos to arise in a project, it allows the project team to focus in on the likely causes so appropriate measures can be taken.

Discussion

            How cited work relates to above explanation and module content

The above explanation of complexity and uncertainty highlights the fact that there is always a lack of clarity involved in complex global projects.  The goal of the project manager is to mitigate uncertainty by identifying root causes and initiating deliberate mitigation methods.  The cited work provides a framework for accomplishing this goal by identifying the variables (root causes) associated with both complexity and uncertainty.  Thorough analysis of these variables by the project leader provides the opportunity to focus on the variables with the highest likelihood of impacting the project. Effective use of the framework provided in the major article addresses the problems identified in the explanation of the key concept.

            How cited work relates to other works researched

The major article provides a simple and straightforward approach for mitigating the effects of complexity and uncertainty in global projects.  Although no model can fully account for or mitigate chaos caused by complex projects, the major article outlines a strategy to alleviate uncertainty as much as possible.  Similarly, the other researched works seek to achieve a similar end state.  Each of the researched works attacks the problem of project complexity and uncertainty from different angles.  However, all of the articles attempt to gain new insights into project complexity and uncertainty in an effort to provide project leaders with effective strategies and best practices.

Annotated References

Daniel, P. A., & Daniel, C. (2018). Complexity, uncertainty and mental models: From a paradigm of regulation to a paradigm of emergence in project management. International Journal of Project Management, 36(1), 184-197.  Retrieved from

 

The article addresses two paradigms of project management (regulation and emergence) and how they relate to dealing with complexity and uncertainty in projects. The paradigm of regulation is associated with the execution-based model of planning-implementing-controlling. The authors argue that this model is inappropriate for confronting project complexity and uncertainty because it is not designed to predict or detect errors in the production system. Alternatively, the paradigm of emergence embraces a project management theory based on modeling-experimenting-learning processes.  This new model is centered on the organizational improvisation theory, which explores unexpected opportunities and seeks to neutralize unpredicted threats. Furthermore, the paradigm of emergence emphasizes the improvement of learning processes for decision-making to enable project leaders to effectively identify potential threats and consider viable options to avoid them.

Floricel, S., Michela, J. L., & Piperca, S. (2016). Complexity, uncertainty-reduction strategies, and project performance. International Journal of Project Management, 34(7), 1360-1383. Retrieved from

 

The authors of this article first investigate how complexity causes uncertainty and influences the performance of projects.  They then identify the project complexity factors that exist for each category of complexity.  Specific strategies are identified to aid project managers in addressing complexity-related uncertainties and reducing their effects.  The planning stage strategy involves effectively analyzing the potential causes for uncertainty in the project, which are driven by project complexity.  The planning stage must include complexity and uncertainty analysis to prevent undesirable results later in the project life cycle.  The execution stage strategy is focused on constant evaluation of the project tasks and anticipating potential positive and negative outcomes from each.  The project leader must be forward-thinking to effectively identify warning signs of chaos before they occur.  The performance of the project is contingent upon the project leader’s ability to neutralize chaotic events before they take place.

Maylor, H., & Turner, N. (2017). Understand, reduce, respond: Project complexity management theory and practice. International Journal of Operations & Production Management, 37(8), 1076-1093. Retrieved from

 

The purpose of this article is to contribute to the understanding of managing complexity from an operations management perspective, and provide a foundation for exploring the interactions between complexities and responses.  Over 1,100 managers were surveyed and observed to develop a subjective view of what makes projects complex to manage.  As a result of their research, the authors provide a common language for managers to name and make sense of how to shape and respond to complexities.  Project managers are encouraged to describe the complexities involved in a project and then develop a range of potential responses or solutions to minimize the effects. The authors note that the notion of complexity response as a linear system is an inadequate conceptualization. Instead, the process is cyclical where the project manager is constantly evaluating and re-evaluating complexities and responses to formulate best practices.

Thomé, Felipe Eduardo Sydio de Souza, Thomé, A. M. T., Scavarda, A., & Scavarda, L. F. (2016). Similarities and contrasts of complexity, uncertainty, risks, and resilience in supply chains and temporary multi-organization projects. International Journal of Project Management, 34(7), 1328-1346.  Retrieved from

 

The concepts of complexity, uncertainty, risk, and resilience are compared and contrasted in this article to demonstrate their relationships in project management.  Complexity and uncertainty are two intertwined concepts that play a significant role in the performance and outcome of global multi-organization projects. Complexity and uncertainty are perceptions by the project manager and are thus subjective in nature.  Project risks are both subjective and objective in nature and require an understanding of the complexities and uncertainties that exist within a project to effectively manage risk.  Risk management controls are implemented as a result of the analysis conducted for project complexity and uncertainty.  Resilience is a soft skill that demonstrates an individual or group’s ability to respond in a positive way to negative experiences. Resilience is necessary in order for a project team to effectively respond to the uncertainty and risks that projects naturally create.  All four concepts have a strong relationship in the context of global project management and must be understood and appreciated to facilitate high project performance.

References

Jefferson, D., Novaski, O., Anholon, R., & Besteiro, E. (2018). Measuring project complexity and uncertainty: Scale proposal. Business Management Dynamics, 7(9), 29-51.  Retrieved from

Moran, R. T., & Youngdahl, W. E. (2008). Leading global projects: For professional and accidental project leaders (1st ed.). Oxford, UK: Elsevier.