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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindfull, complex adaptive leadership
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Rescooped by Philippe Vallat from CASR3PM
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Major Projects Authority report shows improved project management - GOV.UK

Major Projects Authority report shows improved project management - GOV.UK | Complex systems and projects | Scoop.it
The second Major Projects Authority annual report shows how the government’s most significant projects have performed in 2013 to 2014.

Via Christophe Bredillet
Philippe Vallat's insight:

When a governement really wants to have better (major) projects, and gives itselfs the means and is ready to learn and improve, than, yes, it is possible to achieve better resultats. Congrats to our British friends!

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Philippe Vallat's comment, May 23, 8:44 AM
When a governement really wants to have better (major) projects, and gives itselfs the means and is ready to learn and improve, than, yes, it is possible to achieve better resultats. Congrats to our British friends!
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Poor Governance creates complexity

Poor Governance creates complexity | Complex systems and projects | Scoop.it
Good governance reduces ambiguity and complexity.
Philippe Vallat's insight:

Back to the roots! the main and central mission of management is: reduce ambiguity and uncertainty. How? by deciding!

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Rescooped by Philippe Vallat from CASR3PM
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Over-optimism in government projects

Over-optimism in government projects | Complex systems and projects | Scoop.it

Optimism bias in public sector projects is not a new phenomenon. But it is one that persists, frequently undermining projects’ value for money as time and cost are under estimated and benefits over estimated. This report uses our back catalogue to illustrate the consequences of over optimism. In doing so, we have identified some contributory factors – such as project complexity and an organisation’s culture of challenge.

 

 


Via Christophe Bredillet
Philippe Vallat's insight:

Very important finding:

"Our back catalogue shows that, in planning projects, government does not always take time to understand the complexity and, as a result, over-estimates its ability to deal with the challenges. Too often, government commits to a ‘solution’ without fully understanding the context and exploring alternative options to determine which solution matches the real need."

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Rescooped by Philippe Vallat from Thriving in the Project Age
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The High Cost and Risk of your Projects' Unknown Unknowns

First the BAD news

All of the major project disasters of the past 30 years were overseen or ‘governed’ by otherwise competent executives who did not know what to do or how to act as their project failed.


Via Claude Emond
Philippe Vallat's insight:
  • Project governance is about improving the business.
  • Project governance is about managing the business to realize the business outcomes, benefits and value.
  • The primary measures of success are the full delivery of the clearly specified and measurable desired business outcomes, benefits and value.
  • The key governance role is to protect and deliver the full business value of the project. To ensure that whatever the project is doing, it is not damaging or destroying the business value.
  • The business value is only realized when the solution is fully operational.


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Philippe Vallat's curator insight, May 21, 6:31 AM
  • Project governance is about improving the business.
  • Project governance is about managing the business to realize the business outcomes, benefits and value.
  • The primary measures of success are the full delivery of the clearly specified and measurable desired business outcomes, benefits and value.
  • The key governance role is to protect and deliver the full business value of the project. To ensure that whatever the project is doing, it is not damaging or destroying the business value.
  • The business value is only realized when the solution is fully operational.


Didier Lebouc's comment, May 22, 11:25 AM
I agree on the fact that uknown unknowns are the greatest risks in a project.
Didier Lebouc's comment, May 22, 11:26 AM
I totally disagree on the explanations driven by a clear separation between project (and its "governance") and business. This approach is too mechanical and not sufficiently holistic.
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Le bêtisier du management des projets complexes

Le bêtisier du management des projets complexes | Complex systems and projects | Scoop.it

Certainement aucune intention de nuire. Mais des habitudes et comportements tenaces, automatisés, qui plomberont sans doute aucun vos projets complexes. Voyez plutôt.

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