Managing enterprise projects as wicked problems
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The document discusses managing enterprise projects as wicked problems, which lack definitive formulations and stopping rules, and have solutions that are neither true nor false but can be deemed good or bad. These problems evolve rapidly, making past solutions obsolete and often represent symptoms of larger issues. Overall, it emphasizes the complexity and unique challenges in addressing wicked problems in project management.
Managing enterprise projects as wicked problems
- 1. Managing Enterprise Projects as Wicked Problems
- 2. Wicked Problems … § Have no definitive formulation § Have no stopping rule § Are not true or false, but bad or good solutions § Have no immediate or ultimate test for unintended consequences § May have one shot only because of irreversible consequences § Have no enumerable or exhaustive set of solutions § Possess uniqueness § Are probably a symptom of another problem § Possess Discrepancies § Require the planner, programmer, or budgeter has no right to be wrong
- 3. No Definitive Formulation § Complex problems are ill-defined § More information does not make them less ambiguous 3
- 4. 4 No Stopping Rule § Past solutions or best practices may continue even if conditions change § Conditions of the problem change more rapidly than a planned, programmed, or budgeted changes can keep up § Solution becomes disconnected from the problem as the problem morphs
- 5. Neither True or False, but Bad or Good Solutions § Solutions are infused with hidden values § Unseen value judgments and intuition § No economic reasoning 5
- 6. No Test for Unintended Consequences
- 8. No Enumerable or Exhaustive Set of Solutions 8
- 10. Probably the Symptom of Another Proble, 10
- 12. No Right to Be Wrong 12