Not all projects are the same: One size does not fit all for managing projects

© 2016 Copyright ISC Ltd.
Not all projects are the same
What type of project are you trying to
manage?
1

“WHAT” AND “HOW”
Two dimensions of complexity in projects
© 2016 Copyright ISC Ltd.2

Goals and Methods Matrix
 In 1993, Turner and
Cochrane published their
“Goals and Methods Matrix”
in the International Journal
of Project Management
 They suggested that
projects can be judged
against two parameters:
 how well defined are the goals
 how well defined are the methods
of achieving them

Dombkins WHOW Matrix
 Dombkins, in 1997,
suggested a test to
identify whether a project
is complex, is to ask:
 Are WHAT the objectives of
the project unclear?
 Are HOW those objectives
are to be achieved unclear?
 If the answer to at least
one of these is ‘yes’, then
the project is complex
HOW
WHAT
High Uncertainty Low
Low
Uncertainty
High
Uncertainty
D
AB
C
WHAT refers to the degree of uncertainty
about the objectives of the project and HOW
refers to the degree of uncertainty about how
to achieve the objectives
4

Eddie Obeng gave the 4 types names
 Painting by numbers
 Clear What and How
 Dombkins Type A, Turner &
Cochrane Type 1
 Quest
 Clear What, but unclear How
 Type B, Type 2
 Movie-making
 Clear How, but unclear What
 Type C, Type 3
 Fog
 Both What and How are unclear
 Type D, Type 4
Don’t know
“How”
Know
“What”
Don’t know
“What”
Painting
by
numbers
Quest
Movie-
making
Fog
Know
“How”
5

PROJECT CHARACTERISTICS
What do these 4 types of project look like?

Type 2:
“Quest”
Type 4:
“Fog”
Type 1:
“Painting by numbers”
Type 3:
“Movie-making”
4 Project
Types
1. Specific
objectives at
start
2. Unclear
approach
3. Not been
done before
4. High focus on
method
1. Specific
objectives at
start
2. Clear
approach
3. Been done
before
4. High focus on
method
1. Loosely
defined
objectives at
start
2. Clear
approach
3. Been done
before
4. High focus on
people
1. Loosely
defined
objectives at
start
2. Unclear
approach
3. Not been
done before
4. High focus on
people

Type 1 Projects (Painting by numbers)
 Type 1 projects are
clearly defined and well-
understood
 Techniques to manage
these are well-developed
 The Project Manager’s
job is to speed them
through a largely linear
lifecycle of Initiation,
Planning, Implementation
and Close-out
 Examples:
 Many repetitive
construction and
engineering projects
such as building or
refurbishing houses,
offices or roads
 Constructing new
franchised retail outlets

Type 1 Projects (Painting by numbers)
 There is lots of
documented “Best
Practice” to draw on
and lessons learnt
from previous projects
 Most risks and issues
are predictable and
can be readily
resolved
 Most decisions about
plans and resources
can be made early in
the project lifecycle
 Plans can be detailed
and prescriptive
 Waterfall fits well

Type 2 Projects (Quest)
 Type 2 projects have
clear objectives, but
there is uncertainty
over how these can
be achieved
 Examples:
 Many performance
improvement projects
fit into this type; e.g.
cost reduction, cycle-
time improvement and
customer service
improvement
 Product and policy
development projects
are also often like this

 The initiation stage is short, but
planning typically requires a
rolling wave approach as it is
not possible to specify the
implementation approach at
the start
 Options and more information
will emerge during the project
and there may be decision
gates to select the most viable
option, at which point the next
wave of planning can be
started
 For improvement projects, the
DMAIC process can be
adopted, with phase one being
iterations in Define-Measure-
Analyse and phase two being
Implement-Control

role is to coach the team
and stakeholders through
the complexities of
decision-making and
option-evaluation, which
will be time-consuming
and resource intensive
 Agile methods such as
Scrum may be
appropriate, particularly in
the option development
phase, together with a
focus on milestone
planning
 The implementation
phase may become a
Type 1 project, amenable
to more prescriptive
planning

Type 3 Projects (Movie-making)
 Type 3 projects have
clear processes, but
unclear outcomes
 Often, success can only
be judged at the end of
the project, once the
outputs have been
adopted by customers
and users
 Examples:
 Making movies, TV and radio
programmes have well-
developed processes, but
whether the end result will be a
blockbuster or a flop, is
uncertain at the start
 Many market research projects
will also be like this; they have
defined processes, but there is
no way of knowing what
answers the research will
come up with
 IT and systems development
projects are often also of this
type

 A method has usually
been decided, or is
obvious
 What the project will
deliver is subject to
negotiation and may
be heavily influenced
by the creativity of the
people involved
 These projects need
more time and effort in
the Initiation stage, where
the focus will be on
defining the objectives
role is to help the team
craft a viable solution,
whilst encouraging
innovation and retaining a
degree of flexibility within
agreed milestones

 Agile methods may be
appropriate, e.g. in identifying,
prioritising and agreeing
customer requirements, and
subsequently in delivering
working solutions (e.g. pilots,
tasters, proofs of concept) that
the customer can sign-off
 A Kanban approach, with Work
in Progress limits (WIP) to
managing tasks through the
known stages, may be more
applicable than Scrum
 Once the concept has
been signed-off, it
may be appropriate to
adopt more linear
planning approaches
(rather than iterative),
in which case the
project then looks
more like Type 1

Type 4 Projects (Fog)
 Type 4 projects are the most
complex projects because
neither the What nor the How
are understood at the start
 We may know “something
needs to be done”, but can’t be
specific enough to work out
how to run the project
 They cannot be planned to any
level of detail at the start, since
they require both innovation
and flexibility
 Examples:
 Many pure Research
and Development
(R&D) projects as well
as Organisational
Redesign and Change
programmes fit into this
type (initially)

 The most obvious
strategy for a Type 4
project is to try to get
clarity over the What and
turn it into a Type 2
project
 This requires a great deal
of stakeholder
involvement in working
through possibilities so
that a “best” answer
emerges and is owned
 There is unlikely to be a
“right” answer because of
conflicting stakeholder
requirements
 There may be a variety of
options for
implementation (How)

 Problem and solution
structuring tools such
as Affinity Diagrams
may be more useful
than conventional
“planning” tools
 In some cases, it may
be appropriate to run
with, and test,
multiple options and
learn from what
works, until a final,
preferred, solution
emerges

PLANNING APPROACHES
How can you plan these 4 types of Project?

Project Planning – 3 levels to consider
 Projects can be planned at three levels:
 Aspirational (Vision - ends)
 Guidance (Strategy - ways)
 Operational (Tactics - means)
Why?
How?
What?
20

Level 1 planning - Aspirational
 All four types of project require Aspirational-
level planning
 In practice this means producing a project
definition (PID/PDD) which describes the
overall “shape” of the project
 This also allows comparisons to be made
between several potential projects that may
be competing for resources

Level 2 planning - Guidance
 All four types can also be planned at the
Guidance level using milestone planning
 Type 1 and 2 projects are more likely to have
milestones associated with deliverables
 Type 3 and 4 are more likely to have
milestones associated with the completion of
lifecycle stages or key decision gates (“Go –
No Go”)

Level 3 planning - Operational
 Type 1 projects can be planned at an operational level
from an early stage, based on the known activities to be
carried out (Gantt Charts, Critical Path etc.)
 Type 2 and 3 projects will typically require a rolling wave
approach to operational planning, building levels of detail
as early products are delivered, or when early lifecycle
stages are completed
 Type 4 projects can’t be planned at an Operational level
and need to be turned into Type 2 or 3 projects
eventually, otherwise they cannot be implemented

MORE ON COMPLEXITY
There’s more to complexity than “What” and “How”

Further dimensions of complexity
 Uncertainty of “What?” and “How?” are two dimensions of
complexity, but there are others that may need to be
considered when thinking about how best to manage a
project.
 For example:
 Scale – bigger projects, with more elements are likely to be more complex
 Dependencies – linkages and interdependencies within and between
programmes, projects and project elements will add to complexity
 Technology – systems, materials, processes and the range of inputs and
outputs can affect complexity, as can the emergence of disruptive, new
technologies
 Timing – for example there may uncertainty about future policies,
legislation, decisions, particularly where the political context is significant

SUMMARY AND RESOURCES
One size does not fit all!

Summary
 Not all projects are the same
 Consider what type of project you’ve got
before you decide how to approach it
 One size does not fit all!
“If the only tool you have is a hammer, pretty
soon every problem starts to look like a nail”

http://goo.gl/b0WKMV and improvement-skills.co.uk
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