One size does not fit all
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One Size Does Not Fit All discusses how project management approaches need to be flexible based on the context and domain of the project. It argues that most projects exist in complex domains that require experimentation and adapting to changing conditions rather than rigid plans. The document suggests that project managers should set expectations based on the reality of the domain, use different steering mechanisms depending on whether a project is simple, complicated, or complex, and transition leadership styles to match the current domain of the project in order to make progress.
One size does not fit all
- 1. One Size Does Not Fit All ... And That’s a Good Thing Bruce A Stewart • 30 April 2013 Bruce A Stewart 1
- 2. If the situation is different, should the project be the same? 2
- 3. • Project planning, especially in the “idea to plan” phase, depends on some stabilities. • Many projects, however, involve variant “truth” or don’t come with repeatable conditions / use cases / situations. • Project management is about flexing practices to achieve outcomes. Which domain? 3
- 5. Much more of the available project space requires different methods than is first apparent! 5
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- 7. Simple • Environments are always “in motion” even in apparently simple order. • When simple order breaks down, it’s like falling off a cliff into chaos. • Others expect project managers to work using simple order even when they don’t. 7
- 8. Complicated • Interdepartmental conflict often throws apparently simple domain projects into the complicated domain. • Seek “good enough” outcomes: if the outcome must remain complicated it can’t be rigid. • Go to the complex domain to test alternatives. 8
- 9. Complex • Goal is multiple safe-to-fail experiments. Even failures advance the overall project. • Must be managed at a higher level than the activities. This is agility as opposed to AGILE. • Complex domain requires “blessing of order” before stabilizing into the simple. 9
- 10. How best to proceed depends on where you are 10
- 11. Steering mechanisms should differ depending on what domain is in play. Permanent mechanisms should reflect the size of the mix. Sponsor Steering Committee Governance Board Sponsor 11
- 13. Putting it All Together • Plans are only as trustworthy as their match to reality. Set expectations accordingly. • Project management appears to be a function of simple order, but it’s not. It’s a function of the complex domain (i.e. inherently less ordered). • Getting the right steering mechanism is crucial especially on large-scale endeavours. • What matters is progress, but its form changes as the domains change. • Perhaps leadership should transition to take advantage of personal style and domain you’re now in? 13
- 14. Contact Bruce Stewart bruce.stewart@bastewart.com www.linkedin.com/in/bastewart @brucestewart +1 (416) 347-7809 personalduediligence.com blogidol.ca Bruce A Stewart Executive Advisor Columnist 14
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