9 May 2013 | Managing Complex Projects – Tools and Best Practices
In recent years there have been increasing number of complex projects. Complex projects are distinguished from traditional linear projects because they involve emergent behaviour and predicting outcomes is more difficult.
The project body of knowledge is primarily a top-down reductionist approach, which largely assumes many behaviours. Furthermore sponsors package projects so that scope changes are minimised, time of delivery is stated in the contract and only the cost will vary between alternative tenderers.
Complex projects can include the traditional system of systems, the extreme example of which is the Air Operations Centre of the US Department Defence. In this project there are over 80 autonomous and independent systems built into the project and all of these can introduce emergence.
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Date: 9 May 2013, Thursday Time: 7.00pm to 9.00pm, Registration and Buffet Dinner (Vegetarian and Non-Vegetarian Halal) starts from 6.30pm Location: Ngee Ann-Adelaide Education Centre | 97 Tank Road | Level 3 Room #03-07A SPMI Members: SGD 35.00 PDUs: 2 This event is strictly for PMI Singapore Chapter (SPMI) Members. Please proceed to log-in prior to your registration. |
Further examples of complexity include projects in which the boundaries and stakeholders are very unclear. A final example of complexity is projects dealing with wicked problems, which include managing climate change, responding to terrorism, disputes between warring nations, the global financial crisis, and other examples.
Different concepts and tools are required to manage complex projects.
The conversation on 20 February will discuss various aspects of complexity and illustrate how this occurs on a number of projects. Tools which help manage complex projects will be discussed.
SPMI sincerely thanks Ngee Ann Adelaide Education Center for sponsoring venue for the event
About the Speaker
Professor Vernon Ireland
Director of Project Management and Industry Programs
Entrepreneurship, Commercialisation and Innovation Centre
Vernon Ireland is the Director of Project Management for the University of Adelaide and Program Director for the Master of Applied Project Management. Before joining the University of Adelaide in 2002 he had previously been Dean of Design Architecture and Building at the University of Technology, Sydney, Corporate Development Director of Fletcher Challenge Construction, a $2 billion per annum company.
He then became CEO of the Australian Graduate School of Engineering Innovation. He has been at The University of Adelaide since 2002.
He has been awarded three medals: the Silver Magnolia medal by the government of Shanghai for contribution to Chinese/overseas relationships, the Rotary International Gold-Medal for contribution to vocational education and the Engineers Australia medal for contribution to engineering. He has been chosen by the Shanghai Institute of Urban and Regional Transport is one of the world 100 experts on infrastructure.
And he is editing a book on complex projects, with four colleagues in the USA, for Taylor and Francis.
Venue sponsored by:
