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 Thats 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 dont come with repeatable conditions / use cases / situations. Project management is about 鍖exing practices to achieve outcomes. Which domain? 3
- 5. Much more of the available project space requires different methods than is 鍖rst apparent! 5
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- 7. Simple Environments are always in motion even in apparently simple order. When simple order breaks down, its like falling off a cliff into chaos. Others expect project managers to work using simple order even when they dont. 7
- 8. Complicated Interdepartmental con鍖ict often throws apparently simple domain projects into the complicated domain. Seek good enough outcomes: if the outcome must remain complicated it cant 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 re鍖ect 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 its not. Its 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 youre 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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