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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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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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Competencies for Managers of Complex Projects

Increased project complexities are forcing organizations to take a hard look at the necessary skill sets and capabilities for individuals who are managing and directing these large, complex projects.

Philippe Vallat's insight:

Quote: "Project Directors are no longer simply accountable for delivery. They are acting as ‘mini-CEOs’ covering a large spectrum of activities. Intellectual and technical skills are of course necessary but behavioural and communicative dimensions – or leadership intelligence – are now crucial for success."


Needed competencies:

  • strategic focus
  • leading change
  • innovative and creative
  • wisdom and courage
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Managing complexity: a practical example

In Switzerland, there are more than 4'000 contaminated sites needing remediation in the next decades. Some of the remediation projects are especially large – over 100 Millions € - and highly complex. On behalf of the Swiss Federal Office for the Environment (FOEN), the authors developed a guideline (in press) to support the authorities which are challenged by such complex projects.
After having identified the success factors and key challenges of three sites being currently remediated, a project typology, based on four dimensions (technical, legal, socio-relational and management), has been developed. Further, a complexity grid, inspired by the project complexity model of Kathleen Hass, has been developed, allowing a qualitative identification of the main sources of complexity. Finally, success factors, recommendations and tools for key elements like goal-setting, decision-making and steering, stakeholder-management, project-organisation, participation and communication, planning, uncertainty and risk-management, culture and leadership, are suggested.

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enrique rubio royo's comment, November 6, 2012 8:50 AM
Thank you Philippe
Philippe Vallat's comment, November 6, 2012 4:39 PM
Thanks for rescooping!
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CPM Competency Standards | International Centre for Complex Project Management

CPM Competency Standards | International Centre for Complex Project Management | Complex systems and projects | Scoop.it

To enable the best possible prospect for success complex project managers require additional skills, knowledge and experiences in order to operate effectively in complex environments.

Philippe Vallat's insight:

The complexity of defining complex project manager competencies means that such competencies cannot be assessed against role descriptions using a traditional reductionist approach.
These standards apportion the role description of complex project managers across nine Views:

  • View 1 – Systems Thinking and Integration
  • View 2 – Strategy and Project Management
  • View 3 – Business Planning, Lifecycle Management, Reporting and Performance Measurement
  • View 4 – Change and Journey
  • View 5 – Innovation, Creativity and Working Smarter
  • View 6 – Organisational Architecture
  • View 7 – Leadership and Communication
  • View 8 – Culture and Being Human
  • View 9 – Probity and Governance
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Les managers de demain sont-ils les « instables » d’aujourd’hui ?

Les managers de demain sont-ils les « instables » d’aujourd’hui ? | Complex systems and projects | Scoop.it
Philippe Vallat's insight:

Ne pas confondre "instable" et "adaptif"!

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Philippe Vallat's comment, June 21, 2013 10:40 AM
Je vous invite à participer à la discussion lancée sur ce blog relatifs aux "profils atypiques"