Complex systems and projects
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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindful, complex adaptive thinking and leadership
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Identifying and Acting on Early Warning Signs in Complex Projects

While some project managers may experience a "gut feeling" about impending problems during a complex project, most acknowledge that they're not very good at detecting or acting on these early warning signs.

Philippe Vallat's insight:

"Gut feelings" or Intuition: a valuable ressource under uncertainty

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William Smith's curator insight, March 7, 2015 1:31 PM

I've learned that "gut feeling" is important but planning, executing and monitoring and controlling are most important. Good read.

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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, 2014 9:31 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, 2014 2:25 PM
I agree on the fact that uknown unknowns are the greatest risks in a project.
Didier Lebouc's comment, May 22, 2014 2:26 PM
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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Uncertainty management of projects from the owners’ perspective, with main focus on managing delivered functionality

Philippe Vallat's insight:

The study shows that the projects’ uncertainty management did not have a project owner’s perspective, but was mainly focused on the success factors of the project management. In the quantitative part of the studies it was found that a great majority (91%) of the risk elements in the projects studied were operational risks; i.e. risks mainly concerning the projects’ operational goals. Also, most of the projects’ risk elements were threats (67%)

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How Power Corrupts the Mind

How Power Corrupts the Mind | Complex systems and projects | Scoop.it

While at Columbia University, Andy J. Yap set up a simple experiment. After manipulating his subjects into powerful or weak states (in the lab, psychologists are the most powerful ones of all), Yap asked them to guess the height and weight of others both in person and from photographs.

"When people feel powerful or feel powerless, it influences their perception of others," said Yap, who is now a postdoctoral researcher at MIT.  According to their understanding, we judge the power of others relative to our own: When we feel powerful, others appear less so --and powerlessness and smallness often go together in our minds. 

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Via Alessandro Cerboni
Philippe Vallat's insight:

Power is neither good nor bad: just stay self-aware

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Philippe Vallat's curator insight, July 24, 2013 2:56 AM

Power is neither good nor bad: just stay self-aware

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Ist Krisenmanagement nur die Lösung zum gescheiterten Risikomanagement? (2/3)

Ist Krisenmanagement nur die Lösung zum gescheiterten Risikomanagement? (2/3) | Complex systems and projects | Scoop.it

Komplexe Projekte beinhalten, neben Risiken und Unsicherheiten, ebenfalls Nichtwissen und Unbestimmtheiten, die folgende Konsequenzen auf Planung und Steuerung haben.

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Is uncertainty the new risk?

Is uncertainty the new risk? | Complex systems and projects | Scoop.it
This paper, one of many on uncertainty in climate models, makes me wonder if scientists' increasing willingness to talk about uncertainty is making it the new 'risk'. According to Brian Wynne's cla...
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Edgar Morin : « La pensée complexe aide à affronter l'erreur, l'illusion, l'incertitude et le risque »

Edgar Morin : « La pensée complexe aide à affronter l'erreur, l'illusion, l'incertitude et le risque » | Complex systems and projects | Scoop.it
Qu'est-ce que la pensée complexe ? D'abord, lorsque les gens disent « c'est complexe », en fait, ils veulent dire « je suis incapable de...

Via Didier Hauvette, Authentis Formations
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Didier Hauvette's curator insight, June 24, 2014 9:09 AM

Edgar Morin nous invite à pratiquer la pensée complexe et à nous rappeler que tout est lié, notamment émotions et connaissance

 

Authentis Formations's curator insight, July 30, 2014 11:51 AM

La pensée complexe pour éviter de tomber dans le simplisme ou le compliqué... Tout est relié... 

Stéphane NEREAU's curator insight, July 31, 2014 8:56 AM

add your insight...

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The four types of incertitude – Tom Vladeck

The four types of incertitude – Tom Vladeck | Complex systems and projects | Scoop.it

This post was inspired by a recent tweet:

With uncertainty the underlying distribution of outcomes is undefined; with risk we know the distribution. http://t.co/rnUtv32YOg

— Tren Griffin (@trengriffin) March 30, 2014

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Philippe Vallat's curator insight, April 7, 2014 8:24 AM

About risk - uncertainty - ambiguity - ignorance

Miklos Szilagyi's curator insight, April 12, 2014 12:40 PM

Good point... look at the quadrates of outcome/probability and certitude/incertitude...:-))) that is it...

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From Cascading Complexity To Systemic Collapse: A Walk Thru "Society's Equivalent Of A Heart Attack"

From Cascading Complexity To Systemic Collapse: A Walk Thru "Society's Equivalent Of A Heart Attack" | Complex systems and projects | Scoop.it

To make the systems we depend upon more resilient ideally we would want more redundancy within critical systems and weaker coupling between them. Localization and de-complexification of basic needs (food, water, waste etc) would provide some societal resilience if systems resilience was lost. We would have more buffering at all levels, that is, larger inventories throughout society.

All this is the very opposite of the direction of economic forces.

 

 

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Philippe Vallat's curator insight, October 11, 2013 2:55 AM

How vulnerable is our society?

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Disruptive Thinkers: Developing a Disruptive Mindset

Before you can be Disruptive, you must embrace a Disruptive mindset. This is one of those things that takes concerted effort and time. It also is not a widespread trait in general society. Yet even the most iconoclast of us can think in this manner if we truly want to.

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Komplexe Projekte: Risiken – Nichtwissen – Überraschung: alles im Griff ? (1/3)

Komplexe Projekte: Risiken – Nichtwissen – Überraschung: alles im Griff ? (1/3) | Complex systems and projects | Scoop.it

Welche sind die besonderen Risikoquellen in komplexen Projekten und Systemen? Kann man sie identifizieren und rechtzeitig vorbeugen oder mindestens reduzieren? Ist das traditionelle Risikomanagement geeignet und ausreichend, um den Faktor „Unsicherheit“ zu bewältigen?

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