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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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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Stratégie non prédictive (3): Les systèmes non linéaires et la nature du problème

Cet article est le troisième d'une série sur l'incertitude et la stratégie non prédictive. En dépit des développements théoriques considérables en stratégie d'entreprise au cours des cinquante dern...
Philippe Vallat's insight:

Très bon article qui bat en brèche les croissances managériales de prédictabilité

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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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Stakeholders and Energy Related Decision Making

Stakeholders and Energy Related Decision Making | Complex systems and projects | Scoop.it
In 1943, Abraham Maslow proposed in A Theory of Human Motivation that all human needs were not the same.
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Rescooped by Philippe Vallat from Trust in leadership
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The Golden Age Of Management Is Now

The Golden Age Of Management Is Now | Complex systems and projects | Scoop.it
We live in a golden age of management, that combines continuous innovation with disciplined execution. It is as passionately romantic as it is relentlessly practical. 24 recent books constitute a new canon of management.

Via Celine Schillinger, Pascale Mousset, Jean-Philippe D'HALLUIN, Fabrice De Zanet
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Celine Schillinger's curator insight, August 11, 2013 6:50 PM

1.       From maximizing shareholder value to profitable customer delight.
2.       From sustainable competitive advantage to continuous strategic adaptation.
3.       From a pre-occupation with efficiency to co-creating value with stakeholders.
4.       From uni-directional value chains to multi-directional value networks.
5.       From steep hierarchies to shared responsibilities.
6.       From control and bureaucracy to disciplined innovation.
7.       From economic value to values that grow the firm.
8.       From command to conversation.
9.       From managing the machine to stewardship of stakeholders.
10.      From episodic improvements to a paradigm shift in management.

Rescooped by Philippe Vallat from Agile best practices
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The Complexity of Simplicity

The Complexity of Simplicity | Complex systems and projects | Scoop.it
Great work @jayselway! "@smoothannah: The Complexity of Simplicity http://t.co/zwtY2d2CWo"

Via Pascale Mousset, ShirlyRonenRL
Philippe Vallat's insight:

Good tips for avoiding "bad" - or unusefull - complexity

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How to Brief a Senior Officer

How to Brief a Senior Officer | Complex systems and projects | Scoop.it

I was recently asked on-line about "how to brief a senior officer?” Great question!

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Rescooped by Philippe Vallat from New Learning - Ny læring
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How action mapping can change your design process

How action mapping can change your design process | Complex systems and projects | Scoop.it

Action mapping makes stakeholders work together to analyze the performance problem, commit to the same measurable goal, and agree to focus on activities rather than information. This can be a big change to the typical course development workflow.


Via Ove Christensen
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lelapin's comment, January 22, 2012 2:44 AM
I failed to see the difference between the two scenarios. The first one was simpler and shorter so I guess, intuitively, that's the one I'd adopt.