Professional Documents
Culture Documents
Re-Perspectives 2014 PDF
Re-Perspectives 2014 PDF
Vol. XXXVI
IPMA certification has given
me self-knowledge, an extended
network and verification of
my competence
Per-Olof Sandberg
Program Manager,
Major Programs
SEB Bank, Sweden
For more information about the IPMA certification and the IPMA Competence Baseline
(ICB) please visit www.ipma.ch
Published by
The Project Management Association Finland (PMAF) in co-operation with International Project
Management Association (IPMA). PMAF is:
- Forum and a meeting place for project professionals
- Developer of project thinking and knowledge
- Active partner within the international project community
PMAF serves with
- Two project management journals (Finnish & English)
- Yearly Project Day conference and frequent theme events
- Project management certification
- http://www.pry.fi/en/
Editorial Board:
Kalle Khknen (Editor in chief)
Aki Latvanne
ISSN-L 1795-4363
ISSN 1795-4363 (print)
ISSN 2242-9905 (online)
Printing: Newprint Oy
Cover photo iStockphoto.com/DrAfter123
Decision making
P
roject environments are very often
complex and increasingly like that.
Even in the cases of rather small and
standard projects the conditions can
projects
has shown that we use unconscious routines i.e. heu-
ristics to cope with the complexity inherent in objects
in question and relating decision making (Hammond,
J.S. et al, 1998, The Hidden Traps in Decision Making,
taking special
HBR). The different biases present in those uncon-
scious processes are pretty well known but difficult
to overcome. For executives and other key people in
projects these traps are especially dangerous.
notice of this job! We understand the value of effective and least time
consuming decision making processes in our proj-
ects being almost without an exception all the time
under time pressure. On the other hand this seems
to produce practice where it is acceptable to rely on
fast heuristic decision making that is certainly not
foolproof. Our challenge is to frame decision making
in a way which facilitates rational thinking in a sensible
manner. This can mean different kind of things for dif-
ferent situation one size does not fit all. One could
start by asking questions about the assumptions,
identifying hidden agendas and root causes. The main
point is to move from pure or almost pure heuristics
a few steps towards more rational decision making.
4 www.pry.fi
Special issue on Judging and Deciding in Projects
6 www.pry.fi
What is changing
Complexity and heterogeneity drive change
We are witnessing two major changes, which reinforce
aspirations that are so significant that no executives
or project managers can afford to ignore. First, is the
Some look angry, as if
complexity, of course! The purpose is commonplace:
the world around us is becoming more complex.
they were making others
Organizations, projects, processes, and systems
are composed of more and more elements, with, as
responsible for their
a consequence, more and more interactions and
interdependencies. inability to solve the new
With complexity naturally comes a second up-
heaval: the heterogeneity. By introducing more ele- situations they are facing
ments into our systems and organizations, diversity
multiplies, as well as multiplicity of cultures, value
systems, representations and benchmarks.
8 www.pry.fi
The autocrat has sole power. In Figure 2.
a democracy it is the people who Auguste Comte (1798 - 1857)
have the power. In sociocracy,
governance is provided by the
entire social body, that is to say, I now want to share three ex-
by the various related persons, amples to show how this leadership
and thus interdependent of each reversal can solve particularly dif-
other. Americans, who do not like ficult situations.
words that begin with social, de-
scribe this with the words dynamic Three Case Studies
governance.
It was not until the 1960s that Case 1: Dciding otherwise
sociocracy became operational, A Community of Commons wants to
with the work of Gerard Endenburg. create on its territory a mini clus-
Endenburg is a Dutch engineer who ter; these now famous structures
inherited an electrical engineering bring together companies, research
business from his father. After a few centers and educational institu-
years, marked by deep conflicts tions. The idea is to create a center
within the company, he decided of expertise that builds upon existing
to work to improve its organization. He to actively look for the solution, along structures and entities and leverages the
combined his work with Kees Boeke, an with the entire circle. The goal is not expertise and culture of the territory. My
educator of whom he had been a student. to be all in agreement (and to achieve role is to bring together stakeholders and
The objective was to implement socioc- consensus), but that no one object bring them to jointly develop the project
racy, this dynamic governance, with the (obtain consent). vision, co-construct the architecture,
central concept: no decision can be taken - The election without a candidate: agree on objectives, and commit to a
while argued objections remain. The skills and qualities needed to be roadmap for implementation.
To achieve this, Endenburg develops a good candidate are different from Stakeholders are a circle. Everyone
four operational principles that are ex- those needed to be a good elected has the same status: the president of the
tremely simple: representative! And rare are those who Community of Commons, other elected
- The circle: Within a sociocratic orga- have both! The last principle of Eden- officials, business leaders, heads of trade
nization, each work unit belongs to a burgs implementation of sociocracy chambers, researchers, teachers, techni-
traditional hierarchical structure, but addresses this dilemma. In sociocracy, cians. There is no difference in status. The
this work unit also consists in a circle. elections do not require candidates. project is the central concern, not the
Operational issues remain treated by When specific responsibilities need to leader. The circle meets several times.
the traditional hierarchical structure; be assigned to someone, every member The meetings are called summits: they
however, policy issues are dealt with of the circle makes his or her suggestion are the important venue, structured to
within the circle. For example, one can and the person is chosen by consent allow in-depth discussions, which lead to
imagine a project where all people re- from all members of the circle. collective decisions and commitments.
sponsible for deliverables are together To summarize sociocracy in one sen- Co-construction is a nice idea but it
in a circle. They decide on the strategic tence : it is about learning to reconcile does not come naturally. We must begin
directions that should be taken. Once rather than choose, learning to switch from by confusing the participants, so they
decisions are made, executions are or which divides and separates to and, abandon the representations they may
carried out by the operational manager which brings together; and associate, to have about each other, or prejudices they
of the specific deliverable. In sociocracy, move away from the yes but toward the have on the subject, in order to open the
everyone belongs to at least one circle. yes and. field of possibilities. This is especially true
- The double link: Each circle is connected when one meets people from different
to the upper circle by two different peo- Figment or reality? organizations, who are strongly influenced
ple. The line manager on the one hand, Recently, someone told me: sociocracy is by their own culture. We must organize
and a representative delegated by the a figment of the imagination! He's wrong. meetings for participants to share, dis-
circle on the other hand. He or she can Sociocracy is a legal structure in The cover and develop an appreciation of
grant or withhold its consent on deci- Netherlands. More and more organiza- each other, focused on the strengths that
sions taken at higher level. This double tions operate with systems of governance each brings to the building community. It
link provides two-way communication. dynamics. Local authorities, such as Com- is then necessary to establish a collective
With the double link, it is not possible munities of Commons, have adopted such writing exercise that allows each to really
to make a decision that condemns the principles to strengthen democracy within put his personal imprint on the collective
rest of the organization or the project their territory and involve citizens in the achievements, participate in developing
to failure. development of a development project. a shared vision, and find where he or she
- Consent: Decisions are made based On the contrary Not only it is not a sits in this vision. We must then go deeper
on the consent of all. No decision can figment of the imagination, but I believe, it into detail, while maintaining the spirit of
be taken while a participant makes a is vital and necessary. Todays leaders who co-construction, and avoiding the usual
reasonable and argued objection; how- will not evolve toward sociocracy will face trap that consists of delegating some of
ever, an objection commits its author resistance and strong opposition. the detailed designs and expanding the
10 www.pry.fi
I remember precisely the time when the and one of its leaders strongly claimed Building projects of the future
breakthrough came It was 3:30 p.m. on that decline is not a project. They wanted To build future projects, the project man-
the second day. Suddenly, the group had to create new dynamic and to trigger new ager should take into account the new
just grasped the incredible competitive aspirations to become entrepreneurial in aspirations of people. Whether to merge
advantage that this increase in productiv- this domain. two companies or two information sys-
ity brought. Suddenly, they were able to Initially, they imagined starting a project tems, to cross a territory with a new high
see the impact it had on each one, on the with some key players, thinking of a com- speed train, or start thinking sustainable
sustainability of jobs, on the development mando like operation, hoping that it would development in the company, he will have
opportunities that the project was open- gradually snowball and change the entire to acquire new tools and new ways of doing
ing for each of them, and on the pride of field. They knew that an entire sector does things. They are not lacking: from Appre-
becoming an industry leader. not move unless all stakeholders engage ciative Inquiry to Sociocracy, from World
Fifteen days later, I walked through the in collective action, but they did not know Caf to the collaborative writing process
factory. The very same people who before how to get there. we discussed here.
were unplugging the new tools that screw- Our challenge was to bring together 100 But tools and methods are nothing if
up all the time, were the ones wanting to industry players, for three days of talks, they are only seen as tips and tricks. To ac-
show me, with understandable pride, what which would subsequently be referred to commodate these aspirations, the leader
they could do now, and how it helped their as the Dax Summit. Needless to say, must reflect deeply on the evolution of its
colleagues succeed in their mission. sending 150 invitations was not going to role. He or she must be able to make the
Meaning cannot be given! It has to be get us to reach our goal, especially when managerial turnaround we discussed and
discovered. one knows the state of despair that exists his or her primary mission becoming: To
on farms. It was therefore necessary to help people give the best of themselves!
Case 3: Involving otherwise build an engagement strategy.
How do we motivate ? Again, a reversal This was one of the first times that an References
is required. Motivation that managers Appreciative Inquiry of this magnitude was Brown, J. (2005)
most often seek to raise is the extrinsic conducted in France. We formed a small The World Caf. San Francisco, CA:
motivation: that which is drawn not from team to conduct appreciative interviews, Berret-Koehler Publishers, Inc
the activity itself but that is external to the an interview style that opens fields of
Hamel, G. (2007)
activity (eg obtaining a reward). However, exploration for the future, leveraging the
The Future of Management. USA:
the strongest motivation is intrinsic mo- successful past experiences. We sent our
Harvard Business School Press
tivation, that which is drawn directly from interview team to meet with 110 industry
the activity itself. One does not exclude players to talk about their successes, their Cooperrider, D. (2003)
the other, but research shows that extrinsic key achievements, their pride of feeding Appreciative Inquiry Handbook. USA:
motivation may kill intrinsic motivation. people with good-quality products, the Lakeshore Publishers
Building a sustainable involvement of ac- strengths and assets they had developed,
De Bono, E. (1985)
tors in a project can be built on intrinsic as well as all that remains to be built.
Six Thinking Hats. USA: Key Porter
motivation. To do this, it is no longer a Remembering the emotion during some
Books Ltd
question of knowing to motivate your team of these meetings and the tears I've seen
but a question of thinking about ways to shed, I have no doubt we touched on the Vegleris, E. (2006)
get your team involved. The distinction is intrinsic motivation of these women and Manager avec la philo. Paris, France:
significant. men. A few weeks later, 90 of us gathered Editions dOrganisation
In 2004, a few stakeholders in the fruit at the Dax Summit, to start building the
and vegetables sector in Aquitaine (one renaissance of the industry.
of the primary economies of this region) Involving is not convincing It is helping
came to us. This industry was in decline others to find out what drives him.
Patrick Beauvillard
Patrick Beauvillard is co-founder of Inovane, a company that assists people and organiza-
tions to imagine, design and implement their plans for a brighter future. He is specialized in
large-scale projects for change in a variety of sectors (industry, agriculture, services, economic
development...) and teaches project management in business schools (INSEEC Bordeaux).
Patrick is also involved in his community and is an elected member of the Aquitaine Regional
Parliament. As a regional advisor, he deals with innovation, industry and agriculture.
Patrick has always been attracted by exploring new territories. He spent 15 years in project
management in the semiconductor industry, in Europe, Asia and the United States. He then
managed the European strategic consulting group of an engineering company. His background
led him to a strong belief: beyond tools and technologies, methods and processes, managing a
project requires first to care about people.
In project management, value concepts are normally limited to earned value related to fulfillment of
project scope. This paper presents a business-by-project concept. The objective is to optimize proj-
ect life-time utility. The utility function includes both monetary utility - normally Net Present Value
(NPV) - and qualitative utilities. Project utility is included as a decision parameter encompassing the
traditional parameters time, cost and quality. Decisions support is based on a Multi Criteria Decision
Analysis (MCDA) technique. The uncertainty dimension is introduced in both quantitative and qualitative
parameters. Management tools based on the concept have been applied in several projects, primar-
ily in early phases. Examples of use are presented. To successfully implement value management in
projects, active support from management and in-depth ownership among all key actors is essential.
The value management concept presented, represents a general applicable concept even though it
has been developed for use in construction and infrastructure projects.
12 www.pry.fi
Earned value in Project Management
300
Earned Value
Actual Cost, accumulated
250
Budget, accumulated
Actual Cost, periodic
200
Cost
150
100
50
0
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Period
Figure 1. Earned value in project control
(i.e., earned value) and comparing it to the enhance value creation, but it requires a important. Based on this, project man-
actual cost of work performed (i.e., actual high degree of maturity of all actors. Value agement should include life cycle value
cost). Progress is measured by comparing based management does not mean that management.
the earned value to the planned value. you do not have rules and goals, but it In figure 2 all cash flows are integrated
Earned value as control parameter is il- makes it possible to reduce the focus on in an overall quantitative objective func-
lustrated in figure 1. rules and control. Good economic results tion including all quantitative economics.
The earned value concept relates to the come because everyone has ownership of Future represents uncertainties that the
completion of project outcome (object, the organization's goals and how they will project has to face and manage to im-
system). This is a good starting point, be achieved. prove value creation. This is the first step
but to increase value creation the value Next section deals with implementation towards life cycle value management in
management concept must be developed of value management in project manage- projects. Optimization of NPV within this
further to include all relevant values in ment. realm and given external framework con-
projects. ditions has a huge potential of increasing
Value Management in value creation. One main observation is
Value Management in Project Management that both opportunities and risks have
Corporate Management The concept presented in this paper to be included in the evaluation of future
Value management in corporate manage- relates to value creation in the whole life uncertainties. The term uncertainty man-
ment is based on building a common set cycle, including operational phase where agement is used for managing risks and
of values that everyone in the company the project result is used to produce opportunities. One additional important
has ownership of. In this regime individual value for the owner and other stakeholders aspect with the concept illustrated in
employees take greater responsibility for (Jordanger 1998). From traditional project figure 2 is the integration of uncertainty
the overall picture and feel ownership of management point of view the concept of management and value management.
the company's goals, mission and vision. earned value of course is important. How- The importance of this integration is also
In value-based organization leaders de- ever, from the project owners perspective stated by others (Green 1999).
liberate release of power and control to life cycle value creation is critical and most
8 350
7 300
6 250
5
Cost
NVP
0 0
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Period
Figure 3. Quantitative life cycle economics included in project control
Figure 3 illustrates how NPV can be Utility Functions implemented in teria and weighting of these, and finally
included in project control. NPV as a con- the Value Management Concept definition of alternatives.
trol parameter does not replace earned Projects at an early stage will normally in- 2. Development of evaluation model;
value, but is a supplement representing the clude assessments of alternative solutions Development of model structure, goal
owners overall project objective. to satisfy specified requirements/needs. hierarchy, modeling of utility functions,
This is a further step in perfecting proj- Often the situation is characterized by a calibration, verification and validation
ect management. Value management in high degree of complexity and uncertainty. of model.
project planning and execution relates pri- Multi-Criteria Decision Analysis (MCDA) 3. Evaluation of alternatives; Qualification
marily to discrete decisions, which causes is a discipline aimed at supporting deci- of alternatives, evaluation of score for
the steps in the NPV estimates. sion makers who are faced with making each criterion for each alternative and,
The value of estimated expected NPV decision among the alternatives. MCDA finally transformation of score to utili-
is normally revised at decision points in aims at deriving a way to come to a com- ties.
the planning and execution phases of promise between conflicting objectives in 4. Evaluation of uncertainty/risk; include
the project. The value of expected NPV a transparent process. A central focus in relevant quantitative and qualitative
is based on deterministic calculation or this paper is applied MCDA and practical uncertainty
preferably stochastic simulation. use of utility functions in real life projects. 5. Concluding evaluation; produce final
The next section deals with including Utility functions are implicit in MCDA. MCDA ranking of alternatives based on val-
qualitative values in the value manage- uses a terminology which distinguishes ues. This step also includes sensitivity
ment concept. The main focus is value between utility functions and value func- analyses to investigate robustness of
analysis and management as part of tions. If the analysis takes into account ranking, especially related to subjective,
decision processes in early project phases. that the external factors may be uncertain, qualitative criteria. Finally, evaluation
the functions to express preferences are process and basis for the evaluation is
Value Management Decision called utility functions. If uncertainties are documented to ensure traceability of
Processes not included the functions are called value the whole decision process.
In real word projects, the value management functions (Jordanger et al. 2007).
concept must balance quantitative/hard In most evaluations of alternatives it
and qualitative/soft elements. Combin- is, in addition, appropriate to include the Problem analysis and structuring
ing quantitative and qualitative values in uncertainty dimension when evaluating
decision making creates new challenges. the decision criteria. Choosing alternatives
Balancing project specific qualitative val- according to the principle of expected Model development
ues against values measured in monetary utility is not always recommended. This
terms is complex. No general evaluation additional realism caused by real life
rules can be applied, since no common unit uncertainties creates additional complex-
Evaluation of alternatives
of such values exists. This allows for subjec- ity in alternative analyses. But there are
tive assessment and potential conflicts be- available tools in the toolbox; combining
tween stakeholders with different interests MCDA, (linear) utility functions and Monte
and priorities. These challenges should not Carlo simulation. Analysis of uncertainty
be underestimated. An open process with First, the steps in the applied MCDA
mutual respect between decision makers process (Jordanger et al. 2007):
is essential. 1. Problem analysis and structuring; Concluding evaluation,
One way of combining quantitative and Definition of framework and external produce final ranking
qualitative values is presented next. Key conditions, identification of stakehold-
words are utility functions and monetary ers, establishing an evaluation group, Figure 4. MCDA process
unit equivalents. definition of objectives, evaluation cri- (Jordanger et al 2007)
14 www.pry.fi
Utility Function per Evaluation Criterion
7
6
Relative Utility Equivalent
0
0 1 2 3 4 5 6 7
Score
Figure 5. Evaluation criteria and utility function. Example
The aim of the utility function method One criterion is quantitative (NPV), the Community development criterion score
is to mathematically transform the scores rest are qualitative. Evaluation criteria is increased by 1, how much must the NPV
on an ordinal scale to equivalent values on and weights are normally decided by the be changed to get the same effect on the
cardinal scale, i.e. the value is measured evaluation team in consultation with the total score? The answer in this example is
in utility equivalents. Utility functions may decision maker. 34 MNOK.
be linear or non-linear. This transforma- To balance each qualitative criterion
tion allows for the application of a new set Step 2: Model development against monetary value, the term willing-
of methods and tools that are used on Determine the measuring scale to be ness to pay (WTP) is introduced. One must
a broad basis in quantitative economic used and assign utility function to each ask the question: Should this increase in
analysis, including uncertainty analysis. evaluation criterion. In this example a Community development value be con-
measurement scale 1-7 is used and all sidered to be equivalent with the monetary
Example of Utility Function utility functions are assumed to be linear value 34 MNOK (no more, no less)? If the
based Method and Tools (the tools used also allows for non-linear answer is yes, keep the weights. If not,
The following example describes an utility functions). adjust the weight percentages until the
analysis from a real life project. In this For each criterion, a preliminary inter- desired response is achieved.
project, utility functions are used in social pretation of each step on the measure- All qualitative criteria should be cali-
economic evaluations related to building ment scale is produced. brated against the NPV. This will in practice
concepts and localizations. The same Calibration of the evaluation model. be an iterative process. After this calibra-
methodology and tools can be used in Calibration of the model is carried out tion step, the monetary equivalent values
all types business projects and decision before analysis of each alternative. The of each step on the measurement scale
processes in general. purpose is to examine whether the model are defined for all criteria. And important:
produces the desired response from given These equivalent values are used when, on
Step 1: weights and utility functions. Calibration the next step, scores are assigned to each
Problem analysis and structuring is normally carried out with the NPV cri- criterion for each alternative.
Based on defined assumptions and con- terion as a reference. For example, if the
straints, evaluation criteria and weighting
are defined, see table 1.
Sensivity Change in Change in
evaluation score total score
Criteria Weight NPV
NPV 50 % Functionality 0,0
0,15
Functionality 20 % Flexibility 0,0
Flexibility 15 % Community development 1,0
Community development 15 %
vs.
Table 1. Evaluation criteria and Sensivity Change of Change in Change in
weighting, example evaluation NPV score total score
NPV -34 0,309
- NPV: Quantitative, weight 50 %
- Functionality: Qualitative, weight Functionality 0,000
0,15
20 % Flexibility 0,000
- Flexibility: Qualitative, weight 15 % Community development 0,000
- Community development: Qualita-
tive, weight 15 % Table 2. Sensitivity analysis, example
Cash flow, Alternative 2 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2025 2030 2035 2040
Investment cost 36,0 144,0 180,0
Extraordinary rehab.cost 10,0 5,0
OPEX 3,0 3,0 3,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0
Value of building site -5,0
SUM costs 49,0 152,0 183,0 1,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0 6,0
Community
NPV Functionality Flexibility development
Alternative Norm. Score Norm. Score Norm. Score Norm. Score Norm.
value score score score score
Alternative 0 401,7 4,5 4,3 2,0 2,0 1,0 1,2 2,0 2,2
Alternative 1, Rehab.existing building 398,3 4,6 4,4 2,0 2,0 1,5 1,8 2,0 2,2
Alternative 2, New building north 436,6 4,2 4,0 6,5 6,6 5,0 6,1 5,0 5,4
Alternative 3, New building east 440,4 4,2 4,0 4,0 4,1 5,0 6,1 4,5 4,9
Alternative 4, New building south 524,9 3,4 3,3 5,2 5,3 4,0 4,8 5,0 5,4
Step 3: Evaluation of alternatives The alternatives are evaluated on a quantified. In calculating the NPV, a risk
Assign score for each criterion and alter- relative basis, not the best in the world. free discount rate should be used. The
native. Now, the life cycle cash flow profiles Assignment of scores is based on the table 5 shows only the aggregated uncer-
are defined. Uncertainty in all economic calibration above and assessment of WTP. tainties. Min represents P10, Max represent
parameters are analysed and modeled. One consequence of the relative approach P90 and Most likely represents P50. Other
For investments, there is an underlying is that all scores should be normalized so costs are modeled in a similar way.
cost breakdown structure. In this example that the average of all scores is equal to Scores on qualitative criteria are also
there are no revenues. Eventual revenue the middle value on the measurement in reality uncertain. As mentioned above,
profiles are modeled in the same way as scale (Jordanger et al 2007). One reason these scores are the results from a group
investment costs. for normalization is also to prevent that process. This process may have (at least)
The scores for each alternative are eventual entry of systematic high / low two alternative strategies: 1) Discuss and
presented in the table 4. These scores are score for one evaluation criterion under- reach consensus or 2) Discuss, include
the results from a group process in the mine the weights of the criteria. differences of opinions (among equals)
evaluation team. and express differences as uncertainties.
The score of quantitative criteria (here Step 4: Analysis of uncertainty Include these uncertainties in further
NPV) is calculated since this criterion To arrive at a realistic value for the total evaluations. Strategy 2 is recommended,
is measured on a cardinal (ratio) scale. economy it is recommended to perform since the alternative strategy will suppress
The spread of the calculated NPV score an uncertainty analysis in which all the important information for the final deci-
reflects the spread on NPV values. relevant uncertainties is identified and sion maker.
In this example, there was agreement
in the group about most scores. There
is however a spread in scores related to
Simulated cost Min Most likely Max Simulated Functionality of alternative 1, 2 and 4.
Investment cost 288,0 360,0 432,0 360,0 There is also a spread in evaluation of Flex-
Extraordinary rehab.cost 3,0 15,0 27,0 15,0 ibility of alternative 1 and 4. These spreads
Value of building site 0,0 5,0 10,0 5,0 are modeled as stochastic variables with
the same parameters as used for modeling
Table 5. Uncertainties of cash flow elements, example cash flow uncertainties.
16 www.pry.fi
Functionality Flexibility Community development
Alternative Min Most Max Sim. Min Most Max Sim. Min Most Max Sim.
likely likely likely
Alternative 0 2,0 2,0 1,0 1,0 2,0 2,0
Alternative 1, Rehab.existing building 1,5 2,0 2,5 2,0 1,0 1,5 2,0 1,5 2,0 2,0
Alternative 2, New building north 6,0 6,5 7,0 6,5 5,0 5,0 5,0 5,0
Alternative 3, New building east 4,0 4,0 5,0 5,0 4,5 4,5
Alternative 4, New building south 4,5 5,0 6,0 5,2 3,0 4,0 5,0 4,0 5,0 5,0
Comparison of alternatives vs. scores is Step 5: Concluding evaluations, As an important part of documentation
shown in figure 6. produce final ranking of final recommended ranking, simulation
A visual representation provides a richer Total score is calculated as the sum of of probability to be the best alternative is
picture of the evaluation than consider- the products between criteria weights and performed. In this simulation, all underlying
ation of numbers. partial benefit. See figure 7. uncertainties in cash flows and qualitative
0
NPV Functionality Flexibility Community development
Figure 6. Graphical representation of scores per alternative (mean values), example
Ranking of alternatives
12
NPV
Functionality
10
Flexibility
Community development
8 Total
Score
0
Alternative 2, Alternative 3, Alternative 4, Alternative 1, Alternative 0
New building north New building east New building south Rehab.existing building
Figure 7. Resulting ranking based on expected values, example
evaluations are included. The results from the criteria, make a final evaluation of all Since measurement of actual value
this simulation are presented in figure 8. potential winners. In this process more de- creation is not possible during the project
When all relevant uncertainties are in- tailed information normally will be needed. execution phase, expected value of value
cluded, ref. figure 8, the recommendation If the answer is no, the evaluation is final. equivalents is estimated. In the assess-
is much stronger than in figure 7, which ment of the periodic value of this param-
shows only expected values. The Integrated Value eter, a multidisciplinary approach, covering
Sensitivity analysis is performed to Management Concept in all relevant value aspects is mandatory to
investigate the robustness of the recom- Project Control produce realistic expected total values.
mendation. One will in this process focus The transformation of quantitative and As shown in figure 9, significant changes
mainly on the recommendation with regard qualitative values to a common measure- in value assessment may occur during
to sensitivity with respect to changes in ment scale allows for an integrated value project execution.
the score for subjective criteria. Example management concept used in operational Introducing this value parameter in
of key questions that needs to be asked: project control. The overall objective is to project control will ensure continuous
a) How much must the score of each cri- maximize value creation in the project. focus on and enhance the value creation
terion be changed to make the next best In this concept, a value parameter is process during project execution.
alternative the best? And b) Can such a used supplementing traditional control
change in score be considered to be within parameters. The use of this parameter,
a reasonable assessment? If the answer measured in value equivalents is illustrated
to last question is yes for one or more of in the figure 9.
80
Probability, %
60
40
20
0
Alternative 2, Alternative 3, Alternative 4, Alternative 1, Alternative 0
New building north New building east New building south Rehab.existing building
18 www.pry.fi
Value Equivalents in Project Management
20 400
18 350
Expected Value Equivalents
16
300
14
250
12
Cost
10 200
Earned Value
8 150
Actual Cost, accumulated
6 Budget, accumulated
Estiate Expected NPV 100
4
Actual Cost, periodic
2 50
0 0
Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Period
Figure 9. Project Control using Value Equivalents
Ingemund Jordanger
Civil Engineer in Software Engineering, PhD in Project Management (1985). Has more
than 30 years of experience in project management; researcher for more than 5 years in
manufacturing industry (SINTEF), 16 years in oil & gas industry (Statoil) and consultant
for more than 10 years in building industry within construction and infrastructure projects
(Faveo Management AS). Member of Faveo Management Advisory Board, with special
responsibility for value management. Special interest in value-, risk- and uncertainty
management, project evaluations, cost/benefit analysis, optimization of project and
portfolio profitability. Published several papers on project and portfolio management at
national and international conferences.
There can be a lot at stake when a project business case and project scope are being
defined. If the associated dialogue between the deciding parties is not conducted
in the right manner, waste, ineffectiveness and inefficiency might ensue. The ques-
tion asked in this paper is how can Negotek Preparation Planner (NPP)a clas-
sic negotiation approachbe used to help a project manager or business analyst
define the scope of a project in a well-orchestrated dialogue with the project owner
and other affiliated decision makers? To test this method in a real context, four IT
experts and project managers were asked to try it out in a real client or business
analyst situation.
var Logi Sigurbergsson Introduction proposed. The two partiesthe project owner (or the
Haukur Ingi Jonasson Scope definition is a fundamental step in project ini- customer) and the project manager (or the business
Helgi Thor Ingason tiation; defining the desired outcomes and identifying analyst)sit down and try to define the scope of the
Reykjavik University the constraints that must be considered in the project project with the help of NNP. The aim is to define the
Iceland plan. In this paper a modified version of the Negotek wants, needs and interests of both parties before a
Negotiation Preparation Planner (NPP) is applied as plan is made and executed. The suggested dialogue
a project management tool to meet this purpose. The should take place in a spirit of full cooperation so
idea is to see if the NPP could help project managers that all needs and demands can be explored. In this
or business analysts define the project scope in IT exercise, a modified NPP is used for identifying the in-
projects. The research question is: Can the NPP be a terests, defining the scope and establishing a mutual
useful tool to define project scope? understanding of what the project should (and should
Traditionally, negotiations are seen from two main not) entail, and what is needed to make it a success.
perspectives. One sees negotiations as an attempt to
reach a conclusion between two or more dissenting Literature review and
parties, where both try to gain advantage over the fundamental definitions
other. In this case, preparation for the negotiations In ICB3.0, project management competence is de-
is not shared; and when the parties meet, they try fined in terms of three dimensions: technical com-
to withhold information from each other. The other petences, contextual competences and behavioural
sees negotiations as a constructive dialogue where competences. The ability to negotiate is regarded as
both voluntarily share information and try their best one of the competences needed for the professional
to understand their respective positions, needs, project manager. (IPMA, 2006 p. 112)
interests and demands. In the latter case, rapport Negotiations are based on the principle of free
This is an updated and building and good cooperation between the parties trade. Even though free trade has probably been
edited version of a is everythingthis is a voluntary give and take of practised, one way or another, since antiquity, it
paper that was first information and the parties aim to optimize their was the Scottish philosopher/economist Adam
time published in the options to the point where both get the most they Smith who defined its principles. Smith put forward
proceedings of IPMA can out of the cooperation. the theory that all could benefit from the transac-
2012 World Congress. In this paper a method along the latter lines is tion as the market would enable different parties
20 www.pry.fi
to make use of their positions and each portance. Even if the parties are well- p.112). The term project scope can have
others talents. Ever since the Germans and prepared, they might still fail to accomplish two meanings: the scope of the project and
Anglo-Saxons began to theorize about their goals just because of how they go the scope of the product. When referring
them, negotiations were seen as a rational about having a dialogue with the other to product scope, this accounts for those
endeavour; however, in the last decades party (When to Fight, www.memphisdai- properties or functions that symbolize
there has been an increased interest in lynews.com, 9. February 2012). At this the product at handover. The scope of
the influence of emotion on negotiations stage, it is important to build rapport with the project, on the other hand, means
(Kopelman, Rosette & Thompson, 2006). the other, mirror them, and show a positive the work, cost, and time that are needed
The tendency had been to regard the hu- attitude (Bob Dignen, 2012, Building Rap- to deliver the product with the required
man factor as a problem rather than as a port). Compromise can also be part of the properties (Kerzner, 2009 p. 57).
strength. This has been changing in the last negotiation and may be necessary when
decades (Fisher, Ury & Patton, 1991 p. 4). solving a problem between parties. The Method
The NPP was originally designed by risk, however, is that neither of the parties An updated version of the NPP was tested
Professor Gavin Kennedy at the Herriot- get what they want out of the negotiation in a real business situation within four Ice-
Watt Edinburgh Business School to help (Applying Psychology, 2004 p. 195). landic companies. The NPP was adapted in
negotiating parties prepare themselves Conventional methods to define project such a way that it could be used to define
independently before coming to the ne- scope demand that the following are kept the scope of the project at hand and four
gotiating table to debate the contents and in mind: (1) What is the goal of the project? experienced project managers and busi-
issues of the negotiations with other par- (2) Who are the stakeholders? (3) What ness analysts were chosen for an in-depth
ties. The NPP guides each party in defining resources are needed? (4) What will the interview. The adapted NPP given to the
interests, tradables and both the extreme products be? The scope should define all participants is shown in Table 1.
demands (entry points) and the least they of the desired outcomes (IPMA, 2006 p. The four participants came from two dif-
can accept (exit points). The NPP also asks 58). The scope defines all the effort that ferent companies in two different business
for these things to be done, in preparation, is needed and illustrates what is included sectors in order to compare their use of
on behalf of the party/parties one will be and what is not included in the project. This the NPP and to get different perspectives.
facing at the negotiating table. The party is done by collecting the customers de- Participant 1 is a project manager with an
preparing his or her position should put mands, by defining them in the context of MPM background, participant 2 works on
him-/herself in the shoes of the other the project, by an agreement on the scope supply-chain-related projects, participant
party and attempt to define these same and by managing the scope (PMbok, 2008 3 works on sales-related projects and par-
points as they would appear to them. This
double-sided preparation can be of great WHAT ARE YOUR/OUR INTERESTS?
strategic advantage.
What are your interests?
Kennedy claims that the preparation What matters to you?
for the negotiations is one of the most Why is this important to you?
important steps in the whole negotiation
WHAT ARE YOUR/OUR GOALS?
process, and the part that will inevitably
What do you want out of the project?
define the rest. Often it is the preparation,
If all parties agreed on the objectives, what would they be?
more than anything else, that determines
What is most important?
whether a contract will be formed or not
WHAT ARE YOUR/OUR OBJECTIVES?
(Kennedy, 1998 p. 47). When the parties
then sit down to discuss their agendas, What will you provide for this to happen?
they usually have somewhat opposing What method should be used?
What should you do? What should we do?
views of what they want or would like to get
What is most important?
from the other. The NPP guides the parties
to consider their interests; and based on WHAT IS YOUR/OUR POSITIONS
that, to define their entry and exit points WHAT DO WE THINK ABOUT THE THINGS WE NEED TO DISCUSS
for each issue (Kennedy, 1998 p. 72-80). Our negotiation range
Further, the NPP makes the parties define Our most Our lowest
the priorities of the issues: high priority (I Issues Priority extreme demands demands
have to have it), medium priority (it is of
1 M For example
importance but is not a deal-breaker) and
2 H max/min time
low priority.
3 L How many?
Many authors present negotiations
4 H How few?
as a process with stages, such as the
5 H
preparation stage, the debate stage, the
6 H
proposal stage, the agreement stage and
Why a contract? Why not a contract? Our reaction
the contract stage. However, all agree that
good preparations are crucial for a suc- What might cause us
cessful outcome to the process (Johnson What will be the benefits? not to reach a solution? What can we do
about it?
& Luecke, 2005 pp. 112-117) (Kennedy, G, (between both/all parties)
1998 p. 47) (Raiffa, 2002 pp. 196-197).
The debate stage is also of vital im- Table 1. Adapted NPP to define project scope
22 www.pry.fi
References Kennedy, G. (1998) Web
Bogdan, R. & Biklen, K. (2007) Kennedy on Negotiation. Bill Dries (2012)
Qualitative research for education. An Hampshire, UK: Gower When to Fight. Memphisdailynews, Feb
introduction to theories and methods Kerzner, H. (2009) 9, 2012.
(5. edition). USA: Pearson Project Management: A systems ap- http://www.memphisdailynews.com/
Dubrin, A. J. (2004) proach to planning, scheduling, and news/2012/feb/9/when-to-fight
Applying Psychology, Individual and controlling (9. edition). USA: Hoboken Bob Dignen (2011)
organizational effectiveness. (6. edi- Kopelman, S., Rosette, A. S. & Thompson, BusinessSpotlight. [Business with Bob:
tion). New Jersey: Pearson L. L. (2006). The three faces of Eve: Building rapport]. (May 2, 2012)
Fisher, R., Ury, W. & Patton, B. (1991) Strategic displays of positive, nega- http://www.youtube.com/
Getting to Yes: Negotiating Agree- tive, and neutral emotions in negotia- watch?feature=player_
ment Without Giving In (2. edition). tions. Organizational Behavior and embedded&v=zmmB5aquOOE
New York: Penguin Human Decision Processes, 99 (1), ICB (2006)
Howard, R (2002) 81-101. IPMA Competence Baseline, Version
Negotiation analysis: the art and sci- Nash, J. (1953) 3.0. April 10, 2012.
ence of collaborative decision making Two-Person Cooperative Games. http://ebookbrowse.com/icb-ipma-
negotiation. Cambridge, USA: Belknap Econometrica, Econometric Society, competence-baseline-version-
Press at Harvard University Press 21(1), 128-140. 3-0-pdf-d329791603
Johnson, L. K. & Luecke, R. (2005) Project Management Institute (2008). Visir.is (2007)
The Essentials of Negotiation. Boston: A guide to the project management Viskipti, Samningar eru alls staar.
Harvard Business School Press body of knowledge (PMBOKguide) (4. 25. aprl 2007 (Mar 29, 2012)
edition). Pennsylvania: Project Man- http://www.visir.is/samningar-eru-alls-
Jonasson, H. I. & Ingason, H. T. (2011)
Leitogafrni. Sjlfskilningur, roski agement Institute. stadar/article/2007104250060
og run. Reykjavk: JPV
This paper presents and discusses the reactions of project managers to unexpected
events, which occurred in the phases of design, construction and operation of techni-
cal projects in Greece. The results show the role and importance of the human factor
in the creation of the event and in all phases of the crisis management process.
24 www.pry.fi
according to the project managers perspective, can
help us better understand the occurrence mecha-
nisms of such events and give us valuable knowledge
for future projects and for the permanent organi- Project type Total (%) Successful Unsuccessful
zational structure of the company. To the words of resolution, % resolution, %
Vogiatzis: The desire for a strictly positivist, systemic Design project 25.5 24.1 27.3
approach of the art of management is understand- Construction project 54.9 58.6 50.0
able, but actually what happens often is that a less Maintenance project 19.6 17.2 22.7
stereotypical approach based on psychology and
behavioral factors interprets management better. Table 1. Project type relative to the resolution
It respects, if anything, its view as Art(Vogiatzis,
2004).
other projects.
Subsequently, the project managers were 3 3
3
asked to give the risk characteristics, i.e.
probability and impact, of the unexpected
2
event, as perceived by them. At this point
it has to be stressed, that all the recorded
1
unexpected events were deemed as crises;
there was no event that was perceived as a
0
project chance. Also, the majority of the or- 0 1 2 3 4 5 6
ganizations havent compiled a documented
Probability
risk analysis process; in some of them, alter-
Figure 1. Risk matrix: Technical issues (for all project types)
native scenarios or check-lists have been
used. Risk matrices with the aforementioned
risk characteristics were compiled; the anal-
ysis was done per project type and per event Construction projects
type. An example is given in Figures 1 and 2,
where the size of the bubbles indicates the
number of responses. 6 3 2 3 1 4 3
Project mangers gave the recorded
unexpected events high possibility and high 5 1 2 1 1 2
impact. The events were chosen as impor-
tant crises, but were considered in retrospect 4 1 2
Impact
26 www.pry.fi
The three ironies in 250
construction projects
in Greece Collective responsibility and teamwork
In an attempt to investigate Loosemores 200 Mutual sensitivity between project members
ironies in construction projects in Greece, Effective communication
project managers were asked to rate the 70,6
Answers (%)
presence or lack of effective communica-
150
tion, mutual sensitivity between project
members and collective responsibility and
teamwork during the event, in a 6-grade
78,4
scale ranging from 1=total lack to 6=strong 100
presence. Surprisingly, the findings of this
research were different than Loosemores.
21,6
Figure 3 shows their grouped answers. In 50
72.4% of the cases collective responsibility 7,8
15,7
58,8
and teamwork were very high, as was mu- 5,9
25,5
15,7
tual sensitivity between project members 0
in 82.8% and effective communication in 1-2 3-4 5-6
69.0% of the cases. There also seems to Total lack Strong presence
Rating
be no difference in the results in relation
to the outcome of the crisis. Even if these Figure 3. Thethree ironies in construction projects in Greece
responses are only the personal opinion
and evaluation of only the leading team
member, the differentiation from Loose- age of project management methods gave freely many details of the unexpected
mores findings is impressive. Cultural and tools, as well as established internal event.
background and differences seem to have processes. Even in organizations with From the responses of the project
a profound influence on the way people documented risk management processes managers, it was evident that the success
behave and interact in crises situations. that are well embedded in their organiza- of a crisis resolution was directly linked
These findings were indirectly confirmed tional culture, in case of an unexpected to the effect the unexpected event had
by a subsequent question, were project event, project managers choose not to on the budget and time schedule of the
managers were asked to indicate the fac- follow them, but instead to rely on the project. Project managers still consider the
tors that played the most important role members of the project team. In terms of iron triangle of project management as
in the outcome of the unexpected event project management methods, the low cornerstone of the project. A limited effect
(Figure 4 and Table 3). percentage is indicative of the low level of on the project budget and schedule was
maturity in Greek organizations. This part in half the cases the determining factor in
Resolution is especially interesting, since research perceiving the outcome of the event as a
The respondents were asked to choose the outside Greece has shown that modern success. In about a third of the cases, the
factors that they thought played the most project management methods are better most important thing for the project man-
important role in the outcome of the un- embedded in organizational culture and agers was to get the job done, regardless
expected event. They were free to choose can, when used correctly, help during the of other consequences. The number of
more than one factors or even to define response to an unexpected event. cases, where the outcome was successful
a factor not listed in the questionnaire. due to effective management of interested
Teamwork, effective communication and Personal interviews parties was very limited.
mutual sensitivity between team members The personal interviews were conducted in In the cases where the permanent orga-
are considered to be the most important a relaxed atmosphere and the respondents nization structure played an important role
factors. This answer verifies the findings of
a previous question about the presence
or lack of these characteristics during the Factors Answers (%) Factors Answers (%)
crisis. In addition to that, in cases where
effective communication lacked, project Teamwork and 18.2 Permanent organization 6.4
collaboration structures
managers commented that in their opinion
the outcome of the event might be better, Mutual sensitivity between 16.9 Use of Standards 4.7
project members and Regulations
if the presence of communication was
Effective communication 16.1 Project management 4.2
stronger. Support from the upper manage- method and tools
ment seems to play an important role as
Support from upper 13.1 Internal processes 3.0
well, as it helps quicker decision making and management
therefore quicker response to the crisis. It
Involvement of Expert 9.3 Other 1.7
appears to be no significant differentiation
to the factors which played the most im- Control mechanisms 6.4
portant role in relation to the outcome of and reports
the unexpected event, as shown in Figure 4.
Worth commenting is the low percent- Table 3. Most important factors in the outcome of the unexpected event
28 www.pry.fi
References Geraldi, J.G., Lee-Kelley, L., Kutsch, E. (2010). Loosemore, M. (1998a)
Drucker, P.F. (1985) The Titanic sunk, so what? Project manager Organisational behaviour during a con-
Innovation and Entrepreneurship: Practice response to unexpected events. Interna- struction crisis. International Journal of
and Principles. London: Heinemann tional Journal of Project Management, 28, Project Management, 16, 115-121
547558 Loosemore, M. (1998b)
Deutsche Gesellschaft fr Projektmanage-
ment & PA Consulting Group (2008). Hllgren, M., Wilson, T.L. (2008) The three ironies of crisis management in
Ergebnisse der Projektmanagement Studie The nature and management of crises in construction projects, International Journal
Erfolg und Scheitern im Projektmanage- construction projects: Projects-as-prac- of Project Management, 16, 139-144
ment tice observations. International Journal of Loosemore, M. (2000)
Project Management, 26, 830838 Crisis Management in Construction
Deutsche Gesellschaft fr Projektmanage-
ment & EBS Universitt fr Wirtschaft und International Organisation for Standardization Projects. Virginia: American Society of Civil
Recht i.Gr. (2010). Global Project Man- (2009). International Standard ISO/FDIS Engineers Press
agement Survey: Cultural, Individual and 31000:2009 Risk Management Prin- Mller, R., Turner, R. (2007)
Organizational Competence in Project ciples and guidelines Matching the project managers leadership
Management International Organisation for Standardiza- style to project type. International Journal
Dobie, C. (2007) tion (2011). Draft International Standard of Project Management, 25, 2132
A Handbook of Project Management: A ISO/DIS 21500:2011 Guidance on Project Taleb, N.N. (2010)
Complete Guide for Beginners to Profes- Management The Black Swan: The Impact of the highly
sionals. Australia: Allen & Unwin International Project Management Associa- Improbable. (2nd ed.).U.K.: Allen Lane
Gareis, R. (2005) tion. International Competence Baseline Vogiatzis, S. (2004)
Happy Projects!. Vienna: MANZ Verlag version 3.0 The Art of War for Project Managers. (1st
ed.). Athens: Kritiki
Iliana Adamopoulou
Iliana Adamopoulou holds a Diploma in Civil Engineering from the National Technical University of
Athens. She is a certified Project Management Associate IPMA Level D. She is currently working
on her PhD in the field of Corporate Water Footprint at the Department of Water Resources and
Environmental Management at the National Technical University of Athens and as a volunteer she
is Head of Department of Standards & Certification of the NGO Campaign for the Constitution &
Institutions, helping in developing the Standard APOPLOUS for Greek NGOs. Iliana is Project
and Program Assistant and Deputy Manager at the Department of Quality & Project Management
Systems, PMO and Social Responsibility at D. Bairaktaris & Associates Engineering Design Of-
fice LTD. She has also worked at the Laboratory of Railways and Transport in the School of Civil
Engineering as team member in railway engineering research projects. Iliana is a member of PM-
Greece, the Greek Member Association of IPMA.
Anastasios Stamou
Professor Anastasios I. Stamou, Dipl.-Eng, MSc, DIC, PhD, is Professor in "Computational Methods
in Environmental Fluid Mechanics and in the Design of Environmental Hydraulic Works", Vice-Dean
of the School of Civil Engineering and Head of the Department of Water Resources and Environ-
mental Engineering at the National Technical University of Athens and Director of the MSc course
Environmental Design of Infrastructure Works of the Hellenic Open University. He has a continu-
ous 30 years' experience of teaching, research and consulting in the development and applica-
tion of mathematical models in applied hydraulics and environmental fluid mechanics; moreover,
he has acted as consultant and/or project manager in over 120 engineering projects. Professor
Stamou is the author of 53 papers in refereed journals, 3 books, 6 chapters in books and over 600
other publications with over 720 citations and h-index=12.
Triantafyllos Katsarelis
Triantafyllos Katsarelis holds a Diploma in Civil Engineering from the National Technical University
of Athens, a post graduate Diploma from Grenoble INP and an MBA from the National Technical
University of Athens & the Athens University of Economics and Business. He is a certified Proj-
ect Manager IPMA Level C and Quality Manager EOQ. He is trained as an IPMA Excellence Award
Assessor, EFQM European Assessor and ISO 9001 Auditor. Triantafyllos has been Project and
Programme Manager for the last 33 years, and now a Senior Partner, Head of the Department of
Quality & Project Management Systems, PMO and Social Responsibility at D. Bairaktaris & Associ-
ates Engineering Design Office LTD. He is also Scientific Associate at the Department of Water
Resources and Environmental Management at the National Technical University of Athens. He is
member of the Governing Committee of the Production & Operations Management Institute at
the Hellenic Management Association and member of the Board at the Greek NGO Campaign for
the Constitution & Institutions in charge of Standards and Certification. Triantafyllos is statutory
member and formal Internal Audit Committee member at PM-Greece, the Greek Member Associa-
tion of IPMA.
This paper explains in outline a new and original assessment and scoring system to assist project
managers in assessing the areas and levels of Management, Administration and Guidance (MAG) that
clients may require when being involved in projects.
The development of this system arose from consideration of client : project manager relationships on a
variety of projects; and in particular the amounts of assistance and help that may need to be provided.
A number of possible criteria, circumstances and influences were identified; and these have continued
to be refined through project activities and by undertaking exercises with students on post graduate
courses. Research and applications are continuing. Contributions, comments and corrections are
welcome.
30 www.pry.fi
in the definition or delivery aspects of Outputs In cases where the team can not agreed
a project. Whilst most clients have rea- From experience, research and application on a single score then they can record the
sonable knowledge of the legal system, ten key criteria have been identified to range under consideration, move on and
accountancy, human relations, property, establish the MAG factor plus some further return on conclusion of the exercise.
etc. they still retain or go to specialist other optional criteria. Similarly if some circumstances for a
advisors for guidance. This may extend It is possible to apply these criteria to criteria would score high while others would
even to representations by such people any project to establish: score low then record circumstances, as-
but will not necessarily replace the overall - the overall and average MAG Factor sumptions and scores for both and place
management, decision making and own- scores in comparison with other their resolution in the recommendations.
ership which will remain with the client or projects and benchmarks,
their designated project or operational - the aspects on which low scores have MAG Criteria
representatives. Such guidance if required been established and how they are to Ten criteria have been identified as con-
may be provided by mentors, advisors, be maintained, sistent influences which affect the amount
gurus, friends, managers as above, ad- - the aspects on which high scores have and foci of MAG required on projects. The
ministrators as above. So the question been established - and the conse- ten selected criteria with a brief description
is How much Guidance help in the MAG quential efforts and attention that are of each are as follows:
Factor does the Client need? required on these aspects to deal with
them or to endeavour to lower their i. Same or Different Sector
Timing and Plans of Work scores Clients who operate within the same sector
Most projects can be broken down into - a common understanding within the as the project will probably need less help.
discrete stages. For example for construc- client body on the likely MAG needs and For example a bank might need less help
tion/building projects there are usually solutions. bringing in revised banking regulations but
three key stages: - a common approach on how naturally might need more help in setting up Health
- Feasibility: when the brief and scheme limited MAG efforts are to be expended and Safety arrangements.
solution are established, key approv- and prioritised.
als and funding sought and go ahead ii. First Time Type / Volume
received. MAG Scoring Clients who are undertaking this type or
- Pre-Construction: when the main detail The recommended approach to scoring size of project for the first time will probably
design, procurement and orders are is to use a 1 to 10 approach; with 1 being need more help.
completed. low and 10 being high; not applicable , if For example a retailer who has previ-
- Construction: when the main works are really true, can score 0/zero/nil. ously acquired and fitted out their shops
executed with any remaining design The scores can be allocated in relation on an individual basis would need more
and procurement through to comple- to the resource efforts to be applied to help for say a national acquisition and
tion and probably a bit beyond to deal each criteria in a reasonable time period make-over of fifty units.
with settlement of accounts and any of say a week, month or period for a stage
outstanding issues. within a plan of work.
And then there is:
- Post Completion: this stage is vital in
securing the original outcomes, benefits
and more for the client that justified the
resources and efforts in the first place.
Therefore it is possible to undertake a
MAG Factor review at the start of each of
these stages, as well as any single time
on a project when such matters are being
addressed.
In addition there are two other circum-
stances that a MAG Factor review might
take place:
- At times of difficulty/problems/crisis
this is when a review might address if the
appropriate levels of client contribution
and MAG help are being applied and to
appropriate aspects of the project.
- At the end of a project as part of the
project debrief or lessons learned to
ascertain where the pressures and
problems occurred and how they were
handled.
32 www.pry.fi
issues, make decisions, implement deci- D. Mixed Development at sidered and measured way to deal with
sions and set date or circumstances to Transport Interchange a range of issues which otherwise can be
monitor the MAG criteria and undertake First new, privately-developed main- vague and difficult and on which possibly
further review(s). line railway station in a city centre on only intuition and good/bad experience
7. It is advisable to identify, consider and contaminated railway land, 800m from would otherwise be used.
record any further assumptions the existing station, with specially assembled However despite the simplicity devel-
team may wish to adopt from the outline consortium covering commercial offices, oping skills in applying and using the MAG
project description and the application property, construction with design, retail Factor approach takes some time and
of criteria. operator, railway company and local effort hence the inclusion of case stud-
authority with some social residential, ies and suggestions of a joint workshop
Case Studies some leisure, some public space and link approach to bring out understanding and
The following case studies, all with con- to adjacent separate bus/coach station assist applications.
struction sector content, are offered to and tram terminus. Skills in use will be improved by being
test readers approach to the MAG Factor. organised in the approach, carefully con-
Readers can add their own case studies E. Improved Security to sidering criteria (and changing or adding
as previous or hypothetical projects with Retail Units other criteria), by keeping previous score
other features or from other sectors. Following a series of break ins and robber- profiles, and observing the influences of
ies on security and insurance advice it has refining project descriptions or assump-
A. Road Signs in Blobshire been decided to improve security to 1000 tions.
To replace all road signs in Blobshire UK shop units throughout the country and 20 This approach can also be of assistance
with miles and kilometre measurements to in North America with replacement locks to or be combined with risk reviews, ben-
new European standards within eighteen throughout, internal CCTV systems to half efits management, governance contribu-
months and internal or external shutters to about tions etc.
quarter - to be undertaken in evenings and
B. More Housing Sundays over a concentrated four week References
Phase 3B of a housing estate for a further period as soon as possible. CABE (2003)
120 semi-detached and detached two Creating Excellent Buildings
and three bedroom units on previously Conclusions A Guide for Clients,
agricultural land by Top Ten House Build- In all project situations there is a need for The Commission for Architecture and
ers Co. Ltd competent, good practice, helpful Man- the Built Environment CABE, UK
agement, Administration and Guidance.
RIBA (2007)
C. Rejuvenated Theatre The reverse is not appropriate or helpful
The Architects Plan of Work. Royal
Demolition of 50% of community theatre e.g. inexperienced or remote or very light
Institute of British Architects RIBA, UK
premises, rebuild, refurbish, extend as management; or bureaucratic or burden-
part of urban regeneration with European, some or inadequate administration; or Taylor, T. (2011)
regional, local and public funding con- inappropriate or mistimed or self-serving Leadership in Action,
tributions to correspond with 100 year guidance. Published by dashdot, UK
anniversary while continuing theatre The MAG Factor is a fairly simple con- Taylor, T. (2008)
productions elsewhere. cept to understand. It provides a con- How to Select the Right Project Man-
ager, Published by dashdot, UK
Tom Taylor
Tom Taylor is committed to project management and to projects in their many forms.
He has enjoyment through APM as an eminent professional body as an Honorary Fellow, a
Registered Project Professional, a past chairman, Sir Monty Finneston recipient and of the
Presidents Medal as well as being an active member of London Branch, being involved with
Sustainability in Project Management and visiting many places and meeting nice people.
He has been fortunate to work on many super projects mainly in UK and with a construction
element.
He has written books, booklets and articles on project management, business and reces-
sions plus sustainability. Tom is involved in contributing to conferences, courses, lectures
and talks and trying to make them interesting. A full profile and notes of current activities
may be found at www.tomtaylor.info
Sometimes he thinks he should do more. Sometimes he thinks he should go for a swim.
Sometimes he does the ironing.
34 www.pry.fi
The maturity model Return on Investment - Direct financial benefits / Net Present Value
Maturity models are a practical way to Economic - Strategic value
translate complex concepts into or- Sustainability Business Agility - Flexibility / Optionality in the project
- Increased business flexibility
ganizational capabilities and to raise - Local procurement / supplier selection
awareness for potential development. Transport - Digital communication
- Travelling
Most maturity models are derived from the - Transport
Software Engineering Institutes Capability - Energy used
Energy
Maturity Model (Carnegie Mellon Software - Emission / CO2 from energy used
Environmental
Engineering Institute, 2002) and thereby - Water usage
Sustainability Water
- Recycling
based on the maturity of processes. For
- Recycling
example, project management matu- Waste - Disposal
rity is in this context a measure for the Materials and - Reusability
- Incorporated energy
organizations ability to perform project resources - Supplier selection
management and related processes in a - Employment
controlled and optimized way. For the goals - Labour / Management relations
Labour Practices and - Health and Safety
our sustainability maturity model, however, Decent Work - Training and Education
Silvius and Schipper (2010) developed a - Organizational learning
maturity model that addresses the con- - Non-discrimination
- Diversity and Equal opportunity
sideration of sustainability aspects more Human Rights - Freedom of association
content specific. Social - Child labour
- Forced and compulsory labour
The model is based on two dimensions. Sustainability
- Community support
The first dimension is that of the aspects, - Public policy / Compliance
or criteria, of sustainability, the second Society and - Customer health and safety
Customers - Products and services labelling
that of the level or depth of considering - Market communication and Advertising
sustainability. - Customer privacy
- Investment and Procurement practices
Ethical behaviour - Bribery and corruption
Criteria of sustainability - Anti-competition behaviour
Sustainability in the context of sustainable
Table 1. A checklist for integrating sustainability in projects and
development is defined by the World Com-
project management (Knoepfel, 2010).
mission on Environment and Development
(1987) as "forms of progress that meet the
needs of the present without compromis- ington (1997), recognizes this in his triple of sustainability. A widely used framework
ing the ability of future generations to bottom line or Triple-P (People, Planet, in (external) sustainability reporting is
meet their needs". The definition empha- Profit) concept (Figure 1): Sustainability the Sustainability Reporting Guidelines
sizes the aspect of future orientation as a is about the balance or harmony between (SRG) by the Global Reporting Initiative.
basic element of sustainability. This care economic sustainability, social sustain- Companies can use the SRG to indicate
for the future implies a wise use of natural ability and environmental sustainability to shareholders and consumers their
resources and other aspects regarding (Elkington, 1997). economic, social and environmental per-
the environmental footprint. However, Elaborating on the three perspectives formance. The SRG framework consists of
sustainability requires not just a green of the Triple-P concept, several organiza- an extensive set of indicators, from which
perspective, but also a social one. Elk- tions developed frameworks of indicators companies can select a set that is relevant
to their operations or industry.
At the 2010 IPMA Expert Seminar Sur-
vival and Sustainability as Challenges for
Projects, the participants used the SRG
to develop a Sustainability Checklist
(Table 1) for projects and project manag-
Social ers (Knoepfel, 2010). The maturity model
used in our study adopted this checklist
as operationalization of the criteria of
sustainability.
Bearable Equitable
Level of consideration
Sustainable
The second dimension of the maturity
Environment Economic model is that of level of consideration of
Viable sustainability. This dimension is based on
the observation that sustainability can
be considered on different levels (Silvius
& Schipper, 2010). A first logical level is
the level of resources. For example using
resources that provide the same function-
Figure 1. The Triple-P concept of sustainability ality, but are less harmful for the environ-
People criteria
Planet criteria
Profit criteria
ment, like using hybrid cars instead of nor- can products and services be innovated to report, organizations can discuss their
mal fuelled cars. These actions can reduce contribute to a more sustainable society. ambition levels (the desired situation) on
the less sustainable effects of operating For example a product that learns children the different perspectives, develop an ac-
the organization, but do not take away the to respect nature. tion plan to bridge the gap between actual
cause of non-sustainability. A second level The different levels of consideration levels of maturity and desired levels and to
of consideration is therefore the business reflect the more modern views on sustain- monitor their progress.
process in which the resources are used. A ability in which the challenge is not to make
more sustainable business process takes bad products, services and processes The study
away the cause of non-sustainable effects less bad, but to make them good. Given the interpretive and normative na-
instead of just limiting or compensating ture of the available insights on the topic,
them. For example optimizing a service Maturity assessment we selected an exploratory approach to
management process in such a way that The maturity model assesses the level the empirical study, based on a quantita-
less travel is required. (business resources, business process, tive analysis of the maturity assessments.
A third level of consideration is looking business model, products/services) on Data was collected through a study
at the way the products or services are which the different aspects of sustainability that included maturity assessments of 56
delivered: the business model. For example are considered in the project. Figure 2 projects in 46 organizations. The maturity
changing from a strictly off-line business shows the conceptual model of the as- assessments were performed in structured
model to a combined on-line and off-line sessment. interviews with project managers, project
business model, may have favourable For each sustainability aspect an as- sponsors and other key stakeholders. An
effects on sustainability because of the sessment of the current situation and the important condition was that the respon-
fact that on-line shoppers travel less desired situation is asked. This provides dent was in a position to give an informed
than off-line shoppers. A fourth and final guidance for improvement and develop- answer to the questions of the assessment.
level of consideration takes into account ment. The assessment is reported in a The study covered a broad range of
not only the business process or model graphical way, showing both the actual industries and company sizes. 78% of the
to deliver products and services, but also levels and the desired levels of integration projects were characterized as building
the products and services themselves. How of the sustainability aspects. Based on the and/or construction projects, and 22%
People
100
Actual
90
Desired
80
70
60
50
40
30
20
10
0
Non existing Business Resources Business Processes Business Model Products / services
36 www.pry.fi
Planet
100
Actual
90
Desired
80
70
60
50
40
30
20
10
0
Non existing Business Resources Business Processes Business Model Products / services
of the projects as organizational change score therefore suggests that the people Also the results on the Planet perspec-
or information technology projects. The perspective is fully considered on this tives show higher scores for the desired
majority of the projects in the sample had level of consideration, by all participating situation than for the actual situation,
a budget of either < 1 Million or between organizations. A 50% score indicates that indicating an ambition to consider sus-
10 and 100 Million . the people perspectives is only half taken tainability more than today. The pattern
The maturity of the participating or- into account on this level of consideration. of the actual scores over the four levels of
ganizations were located in Europe (40). The graph shows both the actual as the consideration shows resemblance with the
The non-European organizations were desired situation. scores on the People profile. The desired
located in Asia (5) and the United States The results show that the desired scores, scores, however, shows highest scores on
(1). Approximately 73% of the projects were on all levels of consideration, are higher the business process and business model
international projects. than the actual scores, except for the non level.
existing category. This indicates that there
Findings is clearly an ambition in the participating Profit perspective
organizations to consider sustainability And finally, Figure 5 shows the results for
People perspective more substantially in their projects. Both the Profit perspective.
Figure 3 provides the findings of the study desired and actual scores are strongest on Not surprisingly, the Profit perspective
summarized for the People perspective. the Business Resources level. shows the relatively highest scores on the
In the graph, a 100% score on a certain consideration levels. Also on this perspec-
level of consideration indicates that all Planet perspective tive, the desired scores are higher than
organizations in the study scored this Figure 4 shows the results for the Planet the actual scores, with exception of the
level of consideration on all eight ques- perspective. business resources level, and of course
tions of the people perspective. A 100% the non existing level.
Profit
100
Actual
90
Desired
80
70
60
50
40
30
20
10
0
Non existing Business Resources Business Processes Business Model Products / services
Discussion the ambition of the organizations on the tive is not entirely unexpected, given the
Based on the findings on the three per- consideration of sustainability in projects, fact the majority of the firms in the sample
spectives, a few observations can be made. seems to be independent of the mention- was European. In Europe, the labour condi-
ing of sustainability in the strategy. tions and social aspects are relatively well
Overall level of consideration taken care of, and sustainability is often
When considering the answer categories Differences between the identified with green. In other regions
that reflect any consideration of sus- levels of consideration and cultures, the people perspective may
tainability, an overall average level of The results of the different perspectives score higher.
sustainability consideration of 25.9% was more or less all show the same pattern
found. For the desired situation, this score over the different levels of consideration, Conclusions
is almost 10 percent higher: 34.9%. And in the sense that the consideration of This article reported an analysis of 56 case
although these scores do not seem to be sustainability aspects appears to be high- studies on the integration of the concepts
quite high, the difference between actual est on the resources level and lowest on of sustainability in the way organizations
and desired level is clear. In fact, a visual the products/services level. This pattern initiate, develop and manage projects.
inspection of Figures 3, 4 and 5 shows that corresponds with the traditional less bad The study found an overall average
the scores of the desired situation are view of considering sustainability. However, level of sustainability consideration in the
consistently higher than the actual situa- from the scores of the desired level of actual situation of 25.9%. For the desired
tion, on the four levels of consideration for consideration, the ambition to consider situation, this score is almost 10 percent
all three perspectives, with the exception of sustainability on a more proactive level higher, showing an ambition to take
the business resources level of the Profit shows. sustainability more into consideration.
perspective. The largest gap between When comparing actual and desired Given this ambition, it should be expected
desired and actual situation appears in levels of consideration the gaps on the that the consideration of sustainability in
the planet perspective (13%). This result business processes, business model and projects will develop further in the future.
may indicate that in the Western world, products/services levels, are substantial, The results of the study indicated that
sustainability, is very much associated whereas the gap on the business resources sustainability is most of all considered on
with the environmental green concerns. level is negligible. This outcome indicates the level of the business resources, cor-
Overall, the desired situation scores that the participating organizations responding with a traditional less bad
9 percent points higher than the actual understood that the current resources approach to sustainability. However, the
situation (35% versus 26%). This indicates orientation in considering sustainability scores of the desired situation shows
a clear ambition of the participating orga- should be complemented by a more mod- clearly the ambition of the organizations
nizations to consider sustainability more in ern corporate responsibility orientation, to consider sustainability more proactively
their projects. in which organizations ask themselves on the level of the product or service. The
The influence of the strategy of the or- how their business model, products and results also indicate that the people per-
ganization with regards to sustainability is services can contribute to sustainable spective is least considered.
noticeable in this result. The organizations development. From the previous conclusion we can
that do not mention the consideration of also conclude that in the near future the
sustainability in their strategy, scored an Differences between the attention for sustainability in projects will
overall level of sustainability consideration three perspectives grow. Sustainability is an emerging trend,
(actual situation) that is considerably Visually it appears from Figures 3, 4 and now moving from reputational strategy
(more than 10%) lower than the orga- 5 that the profit perspective, scores the towards business orientation. The personal
nizations that include some mention of highest level of consideration, followed values of individual project managers and
sustainability consideration in their strat- by the planet perspective and the people sponsor and the formal attention from
egy. However, for the desired situation, perspective. This dominant position of the company strategy will drive this ambition.
both groups score approximately equal profit perspective is not unexpected. Also
scores (32.2% and 31.6%), indicating that the lowest scores for the people perspec-
38 www.pry.fi
References Gareis, R., Huemann, M., Martinuzzi, Silvius, A.J.G. and Schipper, R. (2010).
Barnard, L.T., Ackles, B. and Haner, J.L. R-A., with the assistance of Weninger, A Maturity Model for Integrating
(2011). Making Sense of Sustainability C., and Sedlacko, M. (2013), Project Sustainability in Projects and Proj-
Project Management, Explorus Group Management & Sustainable Develop- ect Management, 24th IPMA World
Inc. ment Principles, Project Management Congress, Istanbul.
Carnegie Mellon Software Engineering Institute. Silvius, A.J.G., Schipper, R., Planko, J., van
Institute (2002). Carnegie Mellon Knoepfel, H. (Ed.) (2010). Survival and den Brink, J. and Khler, A. (2012).
Software Engineering Institute: Capa- Sustainability as Challenges for Proj- Sustainability in Project Management,
bility maturity models, Retrieved from ects, International Project Manage- Gower Publishing.
http://www.sei.cmu.edu/cmmi/ on July, ment Association, Zurich. Silvius, A.J.G and Tharp, J. (Eds.) (2013).
19th 2010. Labuschagne, C. and Brent, A. C. (2006). Sustainability Integration for Effective
Elkington, J. (1997). Cannibals with Forks: Social indicators for sustainable Project Management, IGI Global.
the Triple Bottom Line of 21st Century project and technology life cycle World Commission on Environment and
Business, Capstone Publishing, Oxford. management in the process industry, Development (1987). Our Common
Gareis, R., Huemann, M. and Martinuzzi, International Journal of Life Cycle As- Future, Oxford University Press.
R-A. (2009). Relating sustainable sessment, 11 (1), pp. 3-15.
development and project manage-
ment, IRNOP IX, Berlin.
Snezana Nedeski
Snezana Nedeski has a MSc in International Business from Maastricht University. During
this time she also taught the class Sustainability in Project Management at the School
of Applied Sciences in Utrecht. Her interest in this topic led to additional research in this
area, and several co-authored conference and journal papers. Her goal is to implement
this theory in the future, starting with a tech start-up in Amsterdam where she will be part
of the management team and will aim to create a platform for sustainability principles.
While implementing the theory in practice in this setting, she hopes to continue theoretical
research on an academic level as well.
Business analysis helps organizations define the optimal solution for their needs, given the set of
constraints (including time, budget, regulations, and others) under which that organization operates.
Most of the work assigned to business analysis professionals is within the boundaries of a project, as
it is a temporary endeavor initiated to achieve very specific goals.
Most projects are initiated because there is a problem that needs to be solved. It is important during
project scoping to make sure that you really understand the problem that is to be addressed. The
purpose of business analysis is to understand the true business problem before trying to solve it.
When the implementation process is too complex or the organizational change involves too many
dimensions, a better choice is to have a chain of projects or even a program.
40 www.pry.fi
Operations period phases:
- Operation and Maintenance support
Business solution life cycle
for daily operation and management of
changes to the deployed solution
- Deactivate deciding when the solution
should be removed or replaced.
Study period Implementation period Operations period
Business Analysis and
Projects Figure 1. Business solution life cycle (Hass 2008)
Most of the work assigned to business
analysis professionals is within the bound-
aries of a project, as projects and pro-
grams play an important role in value Business solution life cycle
creation in contemporary society and
companies. An estimate suggests than
about 30% of global economic activities
are initiated through projects (Turner, Study period Implementation project Operations
Huemann et al. 2010).
Nowadays projects are large, complex,
Figure 2. Implementation phase as project
and usually with high risks. Following are
the characteristics of typical projects that
are underway in almost all organizations:
- Business process reengineering by op- Business solution life cycle
timizing current processes and making
them more efficient
- Organizational change by improving the
organizational structure, capabilities, Feasibility
Implementation project Operations
and competencies study project
- New lines of business by implementation
of new business processes, organiza- Figure 3. Enterprise analysis phase as project
tional structures, and technologies to
support the new operations
- New software development, in-house Statistics reveal that more than three in - study period in enterprise analysis
or outsourced, followed by software five IT projects do not do what they were phase, when the real business need
maintenance or enhancement supposed to do for the expected costs and is defined and the optimal solution is
For instance, information technology within the expected timeline. Some figures identified,
can now realize extremely complex as- show the following (Simon 2010): - implementation period in requirements
signments, but despite the IT industrys - 49 percent suffer budget overruns analysis phase, when the detailed re-
major growth, an alarming statistic depicts: - 47 percent result in higher-than- quirements are defined.
almost 70 percent of really big IT projects expected maintenance costs Enterprise analysis outputs provide
fail.(Hopkins, Jenkins 2008) - 41 percent fail to deliver the expected context to requirements analysis and to
Getting what you want out of informa- business value and Return On Invest- solution identification for a given initia-
tion technology is difficult very difficult. ment (ROI) tive or for long-term planning. Enterprise
By the time its delivered, it disappoints. The main reasons why all kind of proj- analysis is often the starting point for
Its always too little, too late, for too much. ects fail are presented in Table 1. The re- initiating a new project and is continued
When we finally get new technology, we sults are taken from surveys conducted by as changes occur and more information
dont use it. (Cramm 2010) the Standish Group in 1995 and 1996, and becomes available. (Figure 2)
represent the percentage of projects that The definition of the business need is
Reason % stated various reasons for project failure. frequently the most critical step in project
Incomplete requirements 13.1% The most common reasons for project fail- initiation. The business need defines the
Lack of user involvement 12.4% ures relate to requirements (see in bold). problem that the project will find a solution
Lack of resources 10.6% By focusing more on business analysis for. The way the business need is defined
Unrealistic expectations 9.9% activities in project initiation process and determines which alternative solutions will
Lack of executive support 9.3% during project implementation, the is- be considered, which stakeholders will be
Changing requirements/ sues related to requirements quality and consulted, and which solution approaches
specification 8.7% relation to stakeholders expectations and will be evaluated. Although enterprise
Lack of planning 8.1% involvement can be definitely improved. analysis is usually performed as a working
Didn't need it any longer 7.5% group, the large scope and the uniqueness
Business Analysis by Projects of the process (e.g. feasibility study) may
Table 1. Reasons for project failure The most critical contribution of business require performance by a project (see
(Hull, Jackson et al. 2004)
analysis in the business solution life cycle Figure 3).
Sources: Standish Group,1995 and 1996;
Scientific American, September 1994 is during:
In the enterprise analysis process busi- The advantage of having a chain of References
ness analysts assess the current capabili- projects instead of a single project is the Cramm, S., 2010
ties of the enterprise and identify the gaps flexibility offered by several go/no go The 8 Things We Hate About I.T.: How
that prevent it from meeting business decisions between projects (Figure 5) and to Move Beyond the Frustrations to
needs and achieving desired outcomes. a better planning of the solution imple- Form a New Partnership with I.T. Har-
They determine if it is possible for the mentation phase. vard Business Press.
organization to meet the business need
Hass, K.B., 2008
using its existing structure, people, pro- Conclusion
Professionalizing Business Analysis:
cesses, and technology. The business need is analyzed and the
Breaking the Cycle of Challenged
If the organization can meet the busi- business requirements are defined in the
Projects. Management Concepts.
ness need with existing capabilities, the enterprise analysis phase during the study
resulting change is likely to be relatively period, which can be organized as an indi- Hopkins, R. and Jenkins, K., 2008
small, organized as a working group or a vidual project, if needed. Eating the IT Elephant: Moving from
single project. However, if existing capa- The solution scope is defined based on Greenfield Development to Brownfield.
bilities are inadequate, it will probably be business requirements during the solu- IBM Press.
necessary to launch a chain of projects or tion conception project, where detailed
Hull, E., Jackson, K. and Dick, J., 2004
even a program to create that capability solution requirements (functional and
Requirements Engineering, Second
(Figure 4). non-functional) are elicited, analyzed,
Edition. Springer.
The purpose of defining the solution documented, and approved. These results
scope is to describe the recommended form the basis for the planning of the solu- International Institute of Business
solution in enough detail to help stake- tion implementation project or program. Analysis (IIBA), 2009. A Guide to the
holders to understand which new business The planning of the solution implementa- Business Analysis Body of Knowledge
capabilities need to be delivered. A change tion projects is also part of the solution (BABOK Guide). 2 edn. International
may be needed to any component of the conception project. Institute of Business Analysis (IIBA).
organization, including (but not limited Solution scope may change through-
Simon, P., 2010
to): business processes, functions, lines out the solution implementation project,
Why New Systems Fail: An Insider's
of business, organization structures, based on changes in the business environ-
Guide to Successful IT Projects, Re-
staff competencies, knowledge and skills, ment or as the project scope is changed
vised Edition. Cengage Course PTR.
training, facilities, desktop tools, organi- to meet budget, time, quality, or other
zation locations, data and information, constraints. Turner, R.J., Huemann, M., Anbari, F.T. and
application systems and/or technology A concrete example of the implementa- Bredillet, C.N., eds, 2010. Perspectives
infrastructure. tion of the chain of projects concept for on Projects. New York: Routledge.
business analysis activities is presented
in the following case study.
Victoria Cupet
Victoria Cupet is a consultant, trainer and coach with an experience of more than 9 years in
the field of business analysis and project managements. Victoria has multiple international
certifications, including CBAP certification from IIBA and PMP from PMI. Victoria has a
key role in promoting business analysis in Romania, in her position of president of the local
chapter of IIBA. Also, Victoria is a member of the writers team for the new version of the
BABOK Guide v3.0.
42 www.pry.fi
Case Study: RGC Cloud
As ROLAND GAREIS CONSULTING (RGC) provides consulting services the use of latest and common
RGC knowledge among all consultants, as well as the office personnel, is one of the key success factors.
Until 2012 no formal knowledge management, meaning no processes and no support by an IT tool,
was available within the organization. Therefore information gathering was very difficult and time
consuming.
In 2011 business analysis and project management were applied to implement knowledge management
in an efficient and qualitative way.
Go / No Go Go / No Go
Decision Decision
Strength Weaknesses
- No change in current services or products required - Knowledge Management: Need to change consultants
- Perception of RGC management as being an innovative behavior and attitude towards their contribution to knowledge
company that is able to Go for new technologies management
- Qualified employees for solving the problem/opportunity - eMail: RGC Bucharest: not familiar with exchange services
- Young employees and consultants that are open minded and - CRM: not available in RGC Bucharest and only partly used in
learn fast RGC Vienna
- eMail: RGC Vienna: already familiar with exchange services - Backup of RGC data should be improved; risk for data loss
- CRM: Good quality of CRM data - RGC consultants work across different countries, no easy
access possible
Opportunities Threats
- Use of state od art technology - Current technology will be outdated
- To be perceived as being as innovative company by clients - CRM: Old version not anymore supported by Microsoft
and competitors Windows 7 / newer devices
- Better RGC services through availability of RGC knowledge to
all employees
44 www.pry.fi
- Process map and several processes exist, but no formal process for knowledge management
- Only rules regarding the identification of documents by date in the format yymmdd when it was last modified considered
Clients
Primary
Sales internal Sales product Performance Performance
course, seminar, course, event, lecture,
service consulting research
coaching cert.coaching analysis-ws
Secondary
Procurement Management Management Management Management Management Management Marketing, PR
material service, organisation personnel infrastructure finance stakeholder
product relationship
Operational
management Project and Project
Tertiary
Strategic Process Change
management RGC, profit management programme portfolio management
center, costC., management management
expert pool
1. Knowledge Management: Definition of the following knowledge management processes is needed: Knowledge Upload,
Content Alignment Process group has to be added to the RGC process map
2. eMail: no changes
3. CRM: As the IT system will only be updated, but not replaced by different IT system the workflow will remain. Therefore no
change in the processes is needed. But the following processes shall be formalized and documented: Information
retrieval, Generate new entry, Sales opportunity - offer - contract - closedown
CRM
Clients processes
Management Management
Procurement Management Management Management Management Marketing, PR
service, stakeholder
material organisation personnel infrastructure finance
product relationship
Operational
management Project and Project
Tertiary
Vernon Ireland Introduction Snowden, & Boone (2007), Glouberman, & Zimmer-
The University of This paper explores complex projects, which are man, (2002) and Cotsaftis, (2007). A complicated
Adelaide primarily projects which include autonomous inde- projects is essentially linear and this means that
Australia pendent systems. Examples of these autonomous scope cost and time can be predicted and this pre-
independent systems include software developed pri- diction then used as a monthly review tool to take
marily for another purpose, and which still has a life of corrective action, if scope is not achieved, or time
its own operating in parallel to the current system of and cost exceeded. A sharp distinction between
interest. A quite different example includes operating complicated and complex is that making a jet engine
in a foreign culture, in which legal systems, methods is complicated while selling jet engines is complex,
of decision making, the role of religion in society, and because of the autonomous independent systems of
other aspects, are all very different to what the project the customer and the jet makers competitors.
initiator and manager are familiar with.
Such complex systems will be explored and the Examples of complex systems
distinction from traditional linear systems outlined.
Traditional System of Systems (SoS)
Complicated projects The traditional form that will be used as an exemple
Complex projects are those which include autono- will be the Air Operations Centre of the US Department
mous independent systems. These are systems which of Defence. Norman and Kuras (2006) report that
have a life of their own in parallel to their use on the the SoS includes 80 autonomous and independent
current system. An example is a piece of software systems, none of which were designed for the SoS of
which is being used by multi-projects but which is which they are a member.
being built into your project because of the addi-
tional power gained. A simple example is the use of a Supply chain
global positioning system however a more complex A traditional simple supply chain for a product may
example would be the use of the United States air have the following members: the manufacturer, a
force communication system by Australian forces courier or initial deliverer, a warehouse which sorts
in Afghanistan. the products from various manufacturers into groups,
A number of authors have endorsed the concept which deliver items to a local recipient, a second
of complicated verses complex projects, including courier from the warehouse to a city centre, where
46 www.pry.fi
products are sorted again, and a third
courier, and finally the customer or recipi-
ent of the product. Each of these systems
are initially autonomous and independent.
What project management can
Enterprise SoS
Typically an enterprise is a complex system
learn from the complexity sciences in
with its customers and competitors oper-
ating as autonomous and independent
managing complex projects
systems.
Federal government
The operation of a federal government to each other. Examples include the Irish Further investigation of cultural com-
with clearly defined powers for both the English dispute, which lasted for almost plexity would assist project analysis. This
national government (such as defence and 400 years, the Turkish Greek dispute in point is taken up later.
taxation), and powers for the states, over Cyprus since 1974, the Israeli Palestinian
health and education in Australia, and only dispute, which has gone for many years Emergence
very limited powers to tax allocated to the with little progress towards a resolu- Emergence, occurs as new characteristics
states, provides an interesting example of tion, and many others. This example fits and behaviors emerge from simple rules
a complex system worth exploring. Jacksons example of system which are of interaction. Individual components in-
interconnected and complicated further teract and some kind of property emerges,
Operating in an unfamiliar by lack of clarity about purposes, conflict, something you could not have predicted
business environment and uncertainty about the environment from what you know of the component
In this case the environmental systems, and social constraints (2003). parts; surprises that cannot even be
such as the legal, cultural, decision mak- explained after the fact are of greatest
ing, property rights, religious adherence, Comparison of complex projects interest (White 2007).
communication, transparency and other A comparison of these complex projects Examples of emergent properties are
systems are very different to those in the can be seen in Table 1. The conclusions structure, processes, functions, memory,
home environment. from this analysis are: measurement, creativity, novelty, meaning,
a. Cultural complexity tools to describe, as- social structure, human personalities, the
Disaster management sess, and assist people dealing with cul- internet, consciousness and even life itself.
Disaster management is also an example tural complexity need to be developed The principles of emergence mean that
of a complex system which has been and formalized for both traditional SoS over-controlling or top-down approaches
managed as a top-down fashion with and other culturally complex systems; will not work well within complex systems.
governments taking the lead. However, b. Moving to a more directed system from In order to maximise system adaptiveness,
there are over 180 organizations in the an a virtual system brings benefits for there must be space for innovation and
Australian state of South Australia, with supply chain management; novelty to occur.
responsibility for disaster management. c. States in federal systems often need
These 180 organisations are essentially to be overruled for the benefit of the Complex project
independent. Only limited hierarchies are overall system; measures to assess characteristics
specified such as between fire, police and equity in sharing assets such as water
ambulance services. would be helpful; Project environment
d. Modeling failure of the world financial Both the external environment and the
Relatively wicked problems system can be addressed by assessing internal context of the project play a very
A range of problems require a number of stability levels; important part in complex systems. Ste-
system thinking techniques to address e. Trust and bottom-up programs are very vens (2008) provides a project Profiler
them. Bosch et al (2013) addresses the effective for managing projects with few which is used to assess a number of project
conflict between tourism to create funds formal controls; components including the project context
to develop a region in Vietnam and the f. Bottom-up self-organization by com- (Figure 1).
potential damage to the environment. munities is essential in dealing with pre Management of complex projects
Tools used include generation of mental disaster preparation and post disaster need to monitor changes in the external
models, analysis of the implications by management; environment. While it is often recognised
system dynamics and then identifying g. Boschs technique of Evolutionary that on traditional and linear projects the
where leverage points occur in order to Learning Laboratories (Bosch et al, role of program or portfolio managers is
achieve the best benefit from expenditure. 2013) appears more useful that the to shield the project from environmental
Checkland Soft Systems approach for changes, it is even more important on
Wicked problems such as dispute resolving very complex systems issues complex projects.
resolution between warring such as dispute resolution, although
nations there are similarities; Unclear stakeholders
There are many examples of the need for h. Empathy, education & economic in- Mason and Mitroff (1981) believe that most
dispute resolution between nations which tegration assists solution of wicked organisations fail to deal properly with
engage in war or relatively violent actions problems. wicked problems because they find it dif-
Complex Main Secondary SoS Type Hitch-ens Bar- Bar-Yams Culture Tools Insights
System Objective objective Scale of Yams Variety or Complexity
example complexity Scale Complexity
Trad SoS Use existing Reduce Directed Lev 2- L-H L-H L-H but not Only tools for See
assets emergence Lev 5 readily technical issues conclusion
acknowledged a*
Supply Chain Integrate Product Acknowledged Lev 3 L-M M Not usually Tools to provide See
software tracking an issue common interfacing conclusion
and product b*
description
Federated Integrate Integrate Collaborative Lev 5 H H on issues Can be an Enterprise See
Government economies issues for rivers; with states issue with architecture conclusion
functions Directive for powers migration c*
economies
World financial Support Remain stable Virtual Lev 5 H H due to L Model of failure See
system business and integration required conclusion
individuals of systems d*
Cultural Support Recipient Directed but Lev 1 L Working in High Tight reporting See
complexity - marginalized takes control based on trust multi- system for mainly conclusion
Afghan school people cultures volunteers Scenario e*
analysis and System
dynamics
Disaster Prepare for Community Mainly virtual Lev 3 Low Low Low Bottom-up See
management and manage support by self-organization conclusion
disasters volunteers f*
Relatively Resolve Create Acknowledged Lev 4 Low Med Low Identifying meaning, See
wicked problem conflicts acceptance of system dynamics, conclusion
between common identifying leverage g*
objectives meaning points
Very wicked Create Avoid violence Virtual at most Lev 1 H H H Checklands soft See
problem - peaceful systems + scenario conclusion
Dispute relations planning to h*
resolution encourage looking
between forward or Bosch
warring nations
NOTE: L = Low; M= Medium; H=High; Lev = Level *Conclusions in Comparisons of Complex Projects
48 www.pry.fi
avior Missi
on E
m Beh nvi
System ste ron Strategic
Sy vior Missio me
Context eha n ve nt Context
tem b olve ad- ry flu
s v hoc id
Sy will e - Traditional program domain
e - Well-bounded problem
om
avior Mission e
Sc
beh able - Predictable behavior
ty y
Ex
slow volv
bili all
utc
tempredict
op
ten
apa ent s ly es
Sy irly - Stable environment
eo
ed O
ded
a
m
f Effo
nda
Sin
ty g
Stab
bili tin
Desir
own
ente
missi le
gle
Kn tem
capa exis
on
Build fu
sys havior
new c
rt
ent
be
e
rprise
- Transitional domain
Chang
erprise
Sin tion
exist ve
fun
y
capabing
ilit
Impro
gle
c
- Systems engineering
R elat s across boundaries
N e w rel
u s eg l e
rs
c h a n gin
s h i pb l e
sta
users
r
- Influence vs. authority
Stakeh
nt use
S in
ion
R e sis lat
S le ,
h take
a ti o
c oo l d e r s - Sin g ra m m
il a r
ncu p r o gs y st e
ns
r sin gle
Sim
ffort
ere
g
old e
ta n ion
hi p
r e
A , - Messy frontier
diff
s
so gre
of E
c e sh
m s
gr a m
r Re
m e e in
no prin ciple Sin gle prosyste - Political engineering
ny
t o ip
t in v ;
ale
le
Ma
lat
Sc
ion
lt ra mms
ip
d is ip l e e g
ro e - Foster cooperative behavior
tr u q u i ti le p yst
Stakeholder
St
ak st e s; Multipltiple s en
t Implementation
eh m u
Context old r o nm Context
i
er I
n vol Env
io n
ve m e nt A q u is it
the creation of new order are three of the Distributed leadership necessarily shape a set of future condi-
key characteristics of complex systems. Marion and Uhl-Bien (2001), commenting tions (McKelvey, 2000). They comment
Self-organisation may be described in an mainly on the operation of enterprises that command and control leadership may
organisation when a group spontaneously rather than projects, make the following be a barrier rather than a gateway to or-
comes together to perform a task. points that Leadership should be on how ganisational success. Marion and Uhl-Bien
Westley et al. (2006) argue that: to foster and speed up the emergence (2001) comment that because of the very
Bottom-up behaviour [leading to self- of distributed intelligence, which is a nature of the uncertainty, unpredictability,
organisation] seems illogical to Western function of strategically relevant human and nonlinearitythe microdynamics
minds we have a hierarchical bias against and social capital assetsthe networked that characterizes complex systems, such
self organization [which is displayed intellectual capabilities of human agents. behavior, is inevitable in complex interact-
in our common understanding of how Complexity driven leaders need to influ- ing systems. Yet, complex behaviour is also
human change happens, especially in ence networks, creating atmospheres stable in a very complex way.
organisations]. Our popular management for formation of aggregates and meta- Marion and Uhl-Bien (2001) comment
magazines are filled with stories of the aggregates. that this bottom-up approach to resolv-
omniscient CEO or leader who can see the Marion and Uhl-Bien (2001) recognise ing constraints is effective for dealing
opportunities or threats in the environ- that, complex leaders understand that the with complex networks of conflicting
ment and lead the people into the light. best innovations, structures, and solutions constraints, conditions that would stymie
However, self-organisation is critical to to problems are not necessarily those that topdown efforts to resolve. Correlation
achieving change. they, with their limited wisdom, ordain, among individuals and aggregates leads
While project leaders have always but those that emerge when interacting to a measure of dependable coordinated
recognised the benefits of initiatives by aggregates work through issues. Part of behaviourperhaps more so in some
team members, self organisation is in some the role of leaders may involve exerting types of organizations than in others.
ways a direct opposite to the top down interpersonal influence (e.g., relationship- Marion and Uhl-Bien (2001) see the
reductionist project manager. However oriented behaviour), but part of it may importance of networked intelligence of
self-organisation becomes particularly not (hence, the broader definition of its constituent units. That is, autocatalysis
important in some major projects such as leadership). depends on emergent distributed intel-
resolving a dispute between warring neigh- They emphasise that the role of leader- ligence (i.e., the networked intellectual
bours. Resolution of the English-Irish dis- ship on complex projects needs to move capabilities of human agents; McKelvey
pute was assisted by Irish mothers telling away from providing answers or providing (2000), which cannot be directed but
the IRA to get rid of their weapons. Similar too much direction (e.g., initiating struc- can be enabled by leaders). Autocataly-
examples exist in the Israeli and Palestin- ture) to creating the conditions in which sis involves catalysts (or tags), which are
ian dispute with schools being initiated for followers behaviors can produce structure events or things that speed up a process
joint teaching of Arab and Jewish children. and innovation. There obviously are risks that could conceivably occur without the
On complex projects this becomes even involved in this strategy, for failure can also catalyst, but that would take forever to do
more important and is part of an approach come from surprise. so. Examples of catalysts a changing roles
to distributed leadership. Hence a leaders behaviour cannot of individuals in the project team. Marion
50 www.pry.fi
This brief examination illustrates the References Mason, R. O. & Mitroff, I.I. (1981)
need for more comprehensive study of Bar-Yam, Y., (2004), Making things Challenging Strategic Planning As-
this topic and development of an assess- work - solving complex problems in sumptions, . John Wiley and Sons,
a complex world, NECSI Knowledge Chichester, UK;
ment tool.
Press, Boston; McKelvey, B. (1999) Visionary Leadership
Bertalanffy (1950) An Outline of General vs Distributed Intelligence: Strat-
Tracking complex project System Theory, British Journal for the egy, Microcoevolution, Complexity.
types against indicators Philosophy of Science 1, p.139-164; In Proceedings of EIASM Workshop,
Tracking is shown in Table 1 however fur- Brussels, June;
Bosch,O., Nam, C.N., Maeno, T.&. Yasui,
ther aspects of complex projects, which T., Managing Complex Issues through McKelvey, B. (2000), MicroStrategy from
require tracking, are shown in Table 2. A Evolutionary Learning Laboratories, Macro Leadership: distributed intel-
better understanding of these character- Systems Research and Behavioural ligence via new science. In: A. Y. Lewin,
Science, 2013. & H. Volberda (Eds.), Mobilizing the
istics will assist management of complex
self-renewing organization. Thousand
projects. Bush, V.D. & Ingram, T.D., (2001)
Oaks, CA: Sage.
Building and Assessing Cultural
Diversity Skills, Industrial Marketing Mitleton-Kelly, Eve (2003), Ten complex
Conclusions Management, 30, 65-71; systems and evolutionary perspec-
Many management aspects have been tives on organisations: Complex
Checkland, P.B. (1981), Systems Thinking,
found to require amendment when one systems and evolutionary perspec-
Systems Practice, John Wiley;
moves from a focus on traditional linear tives on organisations The application
Crisp, R.J. & Turner, R.N., (2010), Cognitive of complexity theory to organisations!
projects to complex projects. Complex Adaptation to the Experience of Social Elsevier;
projects have been found to include and Cultural Diversity, Psychological
Norman, D. and Kuras, M. (2006)
projects in which there is an element of Bulletin, American Psychological As-
Engineering Complex Systems,
autonomy and independence. This can sociation, Vol 137, No 2, 242-266.
Complex Systems edited by D. Braha,
occur through the inclusion of systems Cotsaftis, M., (2007) A. Minai and Y. Bar-Yam, Springer,
which were designed for other purposes, What makes a system complex? An Cambridge Ma;
approach to self-organisation and
but which have been included in the cur- Ramalingam, Ben, Jones, Harry, Reba,
emergence, mcot@ece.fr, 2007;
rent project because of the power gained. Toussaint and Young, John (2008)
Freedom Watch, (2011), USDoD, http:// Exploring the Science of Complexity
It is noted that this practice is encouraged www.popularmilitary.com/publica- Ideas and Implications for Develop-
by the US DoD. tions/freedomwatch120111.pdf ment and Humanitarian Efforts,
Other examples of complexity oc- Glouberman, S., & Zimmerman, B., Com- London: ODI, Working Paper 285;
cur through operating in an unfamiliar plicated and Complex Systems: What Snowden, D.J. & Boone, M.E. (2007)
environment where the laws and cultural Would Successful Reform of Medicare The Leaders Framework for Decision
practices are very different to one's ex- Look Like?, Discussion Paper 8, Com- Making, Harvard Business Review, Nov,
mission on Future Health in Canada, 69-76;
perience. Another example can include
2002;
the case where there is conflict in the Stevens, R., (2008)
Helmsman Institute, (2008), A Compari- Profiling Complex Systems, The MITRE
leadership of the project, as occurred son of Project Complexity between Corporation, McLean, Virginia;
between the Navy and army and air force Defence and other Sectors, www.
Ulrich, W., (1983), Critical Feuristics of
when the US forces entered Afghanistan helmsman-institute.com;
Social P the lanning, Haupt, Bern.
following the twin towers bombing. A final Jackson, M., (2003), Systems Thinking
US DoD, (2009) Afghan Cultural Influ-
example of a complex project occurs with - Creative Holism for Managers, John
ences, Centre for Army Lessons
wicked projects. Wiley and Sons, Chichester, UK;
Learned, US Army Combined Arms
It is particularly important to manage Marion, R. and Uhl-Bien, M. (2001) Centre, www.usacac.army.mil/cac2/
the relationship between the project and Leadership in Complex Organizations, call/docs/10-64/ch_4.asp.
University of Nebraska Lincoln,
project context in the case of complex Westley, F., Zimmerman, B. Quinn Pat-
Management Department Faculty
projects as a complex project is a much ton, M. (2006), Getting to Maybe:
Publications, 1.1;
more sensitive to the changing environ- How the World is Changed, Toronto,
Random House
ment. Examples of important changes to
the management structures are discussed
in this article and key aspects include the
need for leaders to virtually eliminate Vernon Ireland
the tendency to top down command BE, BA, MEngSc, PhD, FIE Aust, EngExec
and control and dopt distributed leader-
ship through the project team. This can Professor Vernon Ireland is Director of Project
be done to encouraging bottom-up, or Management for The University of Adelaide. He has
self-organisational behaviour. However been Corporate Development Director of Fletcher
the role of leader is also to manage in Challenge Construction and Dean of Design, Archi-
interfaces, suggest changed structures, tecture and Building at The University of Technol-
encourage role changes, and a host of ogy, Sydney. He has been awarded the Engineers
other behaviors. Development of tools to Australia Medal, the Rotary International Gold
assess cultural diversity has been found to Medal for contributions to vocational education
be very important however much further and the Magnolia Silver Medal from the Shanghai
work is required on this. Government.
Sobah Abbas Petersen, Project managers are increasingly challenged with skills that require manage-
Anandasivakumar ment of multi-cultural and distributed teams that go beyond the technical project
Ekambaram
management skills. The challenges emphasize the importance of soft skills such as
SINTEF Technology and communication, leadership, building trust and decision making. Decision making is
Society, Productivity and one of the important aspects of project management. Improving the ability of proj-
Project Management
ect managers to make appropriate decisions at right time can make a substantial
Trondheim, Norway
positive difference in project work environments. The aim of this paper is to discuss
serious games as an effective means of competence development, with a focus
on developing decision making competence, for project managers. We present an
approach for describing project management competences, which takes into ac-
count an individual's abilities and personality, knowledge, organizational factors
and environment factors that define a specific situation; the OKEI (Organisation,
Knowledge, Environment and Individual) competence modelling framework. We
will present descriptions of soft skills in project management decision making
as an example and discuss how serious games can contribute to support rapid
competence development for project managers.
52 www.pry.fi
their competences. In this regard, we will variety of alternative experiences and the describe the decision making process in
look at decision making as an example. A rapid competence development that can organizational context. We will look briefly
"serious game" is a game designed for a be obtained by utilizing serious games at rational and non-rational decision
primary purpose other than pure enter- have a positive impact on the decision making models. As we see it, the rational
tainment. The term "Educational games" is making process. The impact can be seen decision making model focuses on a
also used to describe games that are de- in two major dimensions; firstly, serious systematic way of gathering information,
signed to teach a specific skill or enhance games that focus on developing soft skills analysing the information, developing al-
knowledge as we play. Educational games in general: in order to make appropriate ternative solutions based on the analysis,
support a situated context for learning in decisions, project managers have to have evaluating the solutions and choosing
a virtual world because when you learn by knowledge and competence on the issues the best solution to implement it. This is
playing a game, you apply that learning that they deal with. Their competence a structured and sequenced process. This
immediately in the game and move on generally should incorporate contextual model seems to assume that the decision
to learning new skills (Gee, 2003). Game understanding as well as the dynamic and maker has the capacity and capability to
scenarios and characters in the game that often unpredictable nature of the con- gather all relevant information, analyse it
reflect the real world will enable a near- texts. Serious games as a learning and adequately, find and evaluate all relevant
transfer of knowledge. testing arena allow (potential) project alternative options and then choose the
The learning environment of serious managers to see various responses and best solution among the alternatives.
games that contributes to rapid compe- consequences of their decisions. Consider Reasoning and logical thinking are some
tence development can be characterized for example a negotiation scenario. To go of the underlying themes of this model.
by: through several alternative circumstances The non-rational decision making model,
- The instant feedback on the choic- by choosing alternative paths (for in- as we see it, includes processes that are
es of action that the learner makes stance, choosing and testing out different not at least not entirely based on
- Timely feedback on the overall available options until the negotiation is rational reasoning. Some characteristics
performance of the learner at the successfully completed) help project man- of this model include:
end of every game-session. agers to gain competence in the particular - Intuition based decisions (Simon,
- The possibility to play the game soft-skill. Developing soft-skills such as 1987)
several times, choosing alterna- negotiation, communication and trust - Bounded rationality of making
tive paths of decisions every time building all involve decision making as good enough decisions (Simon,
based on reflection and experience an underlying, inherent component; that 1987) due to several reasons,
gained from the previous game- means, when project managers apply for example human incapabil-
sessions. serious games to develop their soft-skills, ity to search, find and process all
Designing serious games or similar vir- they develop their decision making ability relevant information
tual environments for supporting project too. Secondly, serious games that focus - Organisational politics and power
managers to acquire their necessary soft particularly on developing decision making relations with other organisational
skills requires a fresh look at the training skills. This special focus can yield a deeper members.
approaches that are currently available. understanding of the characteristics and When describing their garbage can
In this paper, we present an approach for dynamics of the decision making process. decision making model, Cohen, March &
describing project management com- The aim of this paper is to discuss Olsen (1972, page 2) say
petences which takes into account an serious games as an effective means of "[...] an organization is a collection
individual's abilities and personality, the competence development, with a focus of choices looking for problems,
knowledge-areas that the individual deals on developing decision making compe- issues and feelings looking for
with, organizational factors and environ- tence, for project managers. In particular, decision situations in which they
ment factors that define a specific situa- we discuss the relevance of the context might be aired, solutions looking
tion; the OKEI (Organisation, Knowledge, in which a competence is applied to de- for issues to which they might be
Environment and Individual) competence termine the ability of a project manager the answer, and decision makers
modelling framework (Petersen & Heikura, to apply the competence appropriately. looking for work. Such a view of
2010) (Cowley, Bedek, Rabeiro, Heikura & The rest of this paper is organised as fol- organizational choice focuses at-
Petersen, 2012). In addition, we will pres- lows: Section 2 discusses the competence tention on the way the meaning of
ent descriptions of a soft skill in project Decision Making in project management; a choice changes over time."
management (decision making) and dis- Section 3 describes the OKEI Competence The above description of the garbage
cuss how serious games may be used to Modelling Framework; Section 4 describes can model can also be looked at with
support rapid competence development the competence Decision Making using the respect to organisational politics and
for project managers. OKEI Competence Modelling Framework; bounded rationality that were mentioned
This work is a part of the European Section 5 discusses the contributions of earlier. Some political decisions as well as
project TARGET (Transformative, Adap- serious games to competence develop- making good enough decisions (due to,
tive, Responsive and enGaging Environ- ment and Section 6 concludes the paper. for instance, time pressure or inadequate
ment, http://www.reachyourtarget.org/), ability to process information) can illus-
which aims to revolutionise competence Decision Making trate the usage of garbage can decision
development for project, innovation and Organizations can be seen as decision making model.
sustainable global manufacturing manag- making systems (Morgan, 1997). Project In a real world situation both the rational
ers by providing technological support to organizations are of course not excep- and non-rational decision making models
reduce their time to competence. The tional. There are several models that can be applied. As with the rational deci-
- Knowledge about his/her - Theoretical knowledge of - Knowledge about relevant - Ability to collect important
own position and power in the issues that are relevant laws and regulation and how and relevant information
the organization with respect to the decision. they are practiced. - Ability to understand how
- Knowledge about the task, - Knowledge about contracts - Knowledge and acquaintance different, important factors
and organizational context and how they are practiced of external experts and affect each other - ability to
- Knowledge about others who Knowledge about different sources of relevant have a holistic understanding
would be affected by the cultures information - Ability to avoid information-
decision - Theoretical knowledge - Knowledge about current overload and analysis-
- Knowledge about about decision making and news and future trends (local, paralysis.
organizational culture problem solving national and global) - Ability to communicate
- Knowledge and - Statistics / probability External information that is effectively
acquaintance of internal theory Simulation (Monte needed - e.g., reputation of a - Ability to exercise influence
experts and sources of Carlo) Knowledge about person who can be employed on others constructively
relevant information in the cost-benefit analysis in the project
- Intuition and creativity
organization
54 www.pry.fi
Figure 1. Scene in a serious game for communication in an informal context (Petersen & Ekambaram, 2012)
that characterise the decision making some land to build an access road for a making is the intended competence to
competence. windmill farm. In the example, it is not only develop, then this competence develop-
Other project management compe- the farmer that the project manager has ment will focus on the factors that are
tences for instance, leadership, com- to communicate with to either negoti- mentioned in Table 1.
munication and trust building can also ate for something, convince them of the The following aspects can be seen as
be described using the OKEI competence benefits the windmill farm will bring or to some of the key contributions of serious
modelling framework. For more informa- obtain the goodwill of the community. games to competence development:
tion, please refer to Petersen & Ekambaram The project manager may have to have - Timely interaction and feedback:
(2012). It is also to be noted that these a good relationship with the mayor of the Responses from the serious game en-
competences for example, decision city, environmental activists as well as the vironment can lead the user to reflect
making and leadership can relate to local businessmen. In order to ensure or on what he/she does reflect on how
each other, and the ability to make deci- facilitate that the negotiations go in a right the interaction progresses as well as
sions plays an important part in applying direction, the project manager has to take his/her choices of action, while the
other competences too. In theory too, appropriate decisions on the way: How to interaction / play goes on. This can be
we can see this relation: Vroom & Yetton approach different, important stakehold- seen as, what Schn (1998, page 141)
(1973) talk about leadership styles when ers, how to communicate with them in calls reflection-in-action. Furthermore,
discussing their decision making model. order to obtain relevant information that Schn says that, "Reflection-in-action
may be useful to make decisions, what kind necessarily involves experiment".
Contributions to of options that the project manager can Experimenting can be seen as a source
Competence Development provide to them and when, etc. (TARGET, or instance of learning. This experiment-
The prompt interactive nature of serious 2012). The negotiations may take place in ing is done in a safe and interactive
games allows the user to receive instant different contexts; e.g. negotiations with manner in serious games. Schn also
feedback on his her choices of actions. the farmer may take place at the farm in describes another concept called
Feedback on the user's performance can an informal context as shown in Figure 1, "reflection-on-action". When the user
also be provided at the end of each ses- while negotiations with the mayor or a lo- plays the game one more time, then
sion of the game or during game play. In cal business person may take place at an the user would reflect on what he/she
addition, playing the game several times office in a formal context as shown in Figure did in the previous playing session(s),
allows the user to go through different 2. In a serious game environment such as and accordingly take actions (modified
alternatives of the context or the situation TARGET, every time the project manager choices of action) in order to obtain
in which a competence may be applied, makes a choice of action or a response, better results this time. Reflection-in-
and hence, it provides the user various then the system will respond to it, and thus action and reflection-on-action are
instances of learning. leads to continue the interaction. Through acts that contribute to making sense of
One of the scenarios that we focus on in the project manager's choices of action the situation, which can in turn facilitate
the TARGET project is a project manager and the interaction, the user can develop better decision making. Furthermore,
negotiating with a local farmer to acquire the intended competence. If decision interaction, feedback, reflection, and
the possibility for the user to play the which the competence is applied, which Serous games provide this holistic,
game several times can also be looked includes the people that are involved systemic understanding. Serious games
at in connection with creating more in the situation, perhaps their personal can develop the holistic understanding
learning experience for the user in a qualities, workloads and competences, of decision making by presenting con-
comparatively shorter period of time, the organisational culture or the coun- sequences of decisions and allowing the
and thus facilitating rapid competence try in which the situation takes place. user to try the decision making process
development. Understanding the context in which the several times with various alternatives,
- Learn from mistakes: Serious games knowledge is applied is very important; in different contexts.
provide a safe environment to learn for example, one can compare decision
from mistakes and for experimentation; making with respect to different stake- Concluding Remarks
learn from making wrong decisions. holders in different contexts. Different In this paper, we have discussed serious
Unlike in the real world, there will be no contexts such as the ones shown in games as an effective means of compe-
damage or cost due to any wrong deci- Figure 1 and Figure 2 may require dif- tence development for project manag-
sions that are made in serious games. ferent approaches in a negotiation or ers. In particular, we have discussed the
Mistakes provide opportunities to learn a decision making process, affecting relevance of the context in which a com-
from. In a video published on BBC's the behaviour and responses of the dif- petence is applied to determine the ability
website, the CEO of Lego, a Danish toy ferent parties involved. Understanding of a project manager to apply the compe-
company, Knudstorp (2012) says: the context and the appropriate actions tence appropriately, and presented the
"The ultimate survival technique is and responses in the different contexts OKEI competence modelling framework
experimentation. When you experi- is a part of mastering the competence as a means of describing competences
ment, you have also said that you of decision making. as such. We have presented an example
are willing to fail. Failure is best way - Holistic understanding of the work of competence description (decision
to learn." situation: Task that an employee does making) that takes into consideration the
Even to make wrong managerial deci- in a project cannot be looked at an context in which the competence is ap-
sions (in a safe learning environment isolated operation, at least in most cir- plied. Aspects such as prompt responses,
such as serious games) and understand cumstances. It is important to know how timely feedback on the user's performance
the consequences of them is an effec- the task influences and is influenced by at the end of each game-session and
tive way to obtain valuable knowledge. other tasks of the project. The notion the possibility to play the game several
- Context: Serious games, among other of systems thinking can be considered times in a safe environment can lead to
things, provide a context and thus here. According to systems thinking, the rapid competence development through
enrich the user's learning of core knowl- focus will be not only on elements that experimenting, reflecting, making trial and
edge elements that are situated in / constitute a system, but also on how error and sense-making.
integrated into the context. The context the elements are interconnected and
can be considered as the situation in interact with each other (Senge, 1990).
56 www.pry.fi
Acknowledgement Gee, J. P. (2003) Senge, P. M. (1990)
Part of this work has been funded by What Video Games Have to Teach The Fifth Discipline The art and
the EU project TARGET (IST 231717). The Us about Learning and Literacy. New practice of the learning organization.
authors would like to thank Tuija Heikura, York: Palgrave Macmillan. Century Business.
(TEKEL, Finland) for her contributions to IPMA (2006) Simon, H. (1987)
this work and her insight into work-related ICB - IPMA Competence Baseline, v Making management decisions: The
competences. We also thank members of 3.0. Retrieved May 2010, from role of intuition and emotion. Acad-
the TARGET consortium for interesting http://www.ipma.ch/publication/Pag- emy of Management Executive, No. 1.
discussions and their valuable feedback. es/ICB-IPMACompetenceBaseline.
TARGET (2012)
aspx
References Deliverable D11.2 Stakeholder Man-
Bedek, Michael, Petersen, Sobah Ab- Knudstorp, J. V. (2012). agement Story.
bas, & Heikura, Tuija. (2011). From BBB website: http://www.bbc.co.uk/
Vroom, V. & Yetton, P. (1973)
Behavioral Indicators to Contextual- news/business-19343014 (Referred
Leadership and decision making, Uni-
ized Competence Assessment Paper 30th August 2012)
versity Pittsburgh Press, London.
presented at the ICALT 2011, USA. Morgan, G. (1997).
Cohen, M. D.; March, J. G.; Olsen, J. P. Images of organization. Sage Publica-
(1972). A Garbage can model of tions Inc.
organizational choice. Administrative Petersen, S. A. & Ekambaram, A. (2012)
Science Querterly. Vol. 17, No. 1, March Learning by playing - The role of seri-
1972. ous games in competence develop-
Cowley, B., Bedek, M., Rabeiro, C., Hei- ment in project management. IPMA
kura, T. & Petersen, S. A. (2012). The World Congress 2012, Crete, Greece.
QUARTIC process model to support Petersen, S. A. & Heikura, T. (2010)
serious games development for Modelling Project Management and
contextualized competence-based Innovation Competences for Tech-
learning and assessment. In Maria nology-Enhanced Learning. Paper
Manuela C. Cunha (Ed.), Handbook presented at the eChallenges 2010,
of Research on Serious Games as Warsaw, Poland.
Educational, Business, and Research
Tools: Development and Design: IGI Schn, D. A. (1998)
Global Publishers. The reflective practitioner How pro-
fessionals think in action. Ashgate
Anandasivakumar Ekambaram
Anandasivakumar Ekambaram (in short: Siva Ekambaram) works as a research scientist at
SINTEF Technology and Society, Productivity and Project Management, Trondheim, Norway.
He has a master's degree in computer science from the Norwegian University of Science
and Technology (NTNU). He obtained his doctoral degree, which focuses on knowledge
sharing and work efficiency in project-based organizations, from the same university. Be-
sides his research work, he is involved in teaching activities at NTNU. His research interests
include learning, knowledge sharing and performance improvement in organizations, social
and cultural aspects of project organizations, and technology enhanced learning.
Derek Walker Introduction norm for most projects, to adopt a risk manage-
RMIT University Project delivery is not an end in itself. It is a means to ment strategy where each party takes responsibility
Melbourne Australia an end and its purpose is to realise a benefit, trans- for risky aspects that they are best equipped to deal
Beverley Lloyd-Walker formation or strategic goal. Its mode of delivery can with (PMI, 2013). However this leaves anomalies,
Victoria University be designed through its project procurement strategy gaps and ambiguities in project risk allocation for
Melbourne Australia to bring about the planned output and outcome overall project delivery leading to confusion about
and to determine how the project management where accountability boundaries may lie. Each proj-
Anthony Mills (PM) process is conducted (Walker, Arlt and Norrie, ect participant has a duty to protect the interests
Deakin University 2008; Department of Infrastructure and Transport, of their own organisation and is therefore obliged
Geelong Australia 2011b; Department of Health, 2012; HM Treasury and to engage in defensive routines to pre-empt or to
Infrastructure UK, 2013). However to be effective, counter potential claims or legal action. This has a
PM requires effective integration and alignment of disadvantage of constraining taking hard decisions
the overarching project vision established in the due to the likelihood of being blamed (Walker, Lloyd-
mandated project brief despite each of its multiple Walker and Mills, 2013).
participants from various organisations having their Various attempts have been made through the
own interests and agenda. evolution of project procurement approaches to
This is an updated and One challenge that has been evident from the PM integrate responsibility and accountability of project
edited version of a literature is that project agreements and contracts team participants more effectively (Winch, 2001;
paper that was first are structured from the narrow perspective of each Turner, 2006; Williams, Klakegg, Magnussen and
time published in the individual party within the project team to delegate Glasspool, 2010). If project participants and their
proceedings of CIB World risk management decision making (Williams, 1995; organisations can accept a way to act as a united
Building Congress 2013. PMI, 2013). This generally makes sense, and is the single team that manages risk, responsibility and
58 www.pry.fi
accountability holistically in a best-for-
project manner, then much managerial
energy can be re-deployed to more cre-
ative and positive action. The rationale
for this is that reducing the chance of
conflict, litigation and dispute may lead
True consensus requires skills in
to reducing the burden of administra-
tion and management effort devoted to
being empathic and being able to
defensive routines and actions by project
participants. Designing a procurement
accept the perception of others
form that encourages greater trust
between project team members in their
as a valid negotiating point.
interactions and joint decision making
is hypothesised to enhance chances of
redirecting management energy towards
making best-for-project decisions (Davis between 2004 and 2009 in Australia What do we Mean by
and Love, 2011). An important develop- was $32 billion. Similar forms of PAs with Project Alliances (PAs)?
ment in achieving closer whole-team best- several but not all of the above fours A project alliance agreement (PAA) is
for-project action has been the increasing conditions are used elsewhere. In the USA made between two or more entitiesthe
use of relationship based procurement the term integrated project delivery is used project owner or its representative (PO)
approaches that specifically addresses (Cohen, 2010) and the Heathrow Terminal and consultants and contractors who
problems associated with the culture of five (T5) project adopted a sophisticated are non-owners of the project (NOPs). All
blame in projects. integrated supply chain contractual form entities commit to working cooperatively in
Partnering, in its many forms, tries to (Doherty, 2008; Brady and Davies, 2010). good faith, sharing the risk and rewards of
engender best-for-project and no-blame While some contractual nuances illustrate the project in order to achieve the stated
but it fails to embed no-blame con- difference in the degree to which alliance outcomes (Jefferies, Brewer, Rowlinson,
tractually clauses whereas more recent partners collectively share pain and gain Cheung and Satchell, 2006).
project procurement forms, notably proj- from the PA arrangements, a common The above, together with our initial
ect and program alliancing, does (Ross, world view prevails that projects present discussion of project alliancing in the in-
2003;2013). Thus project alliancing (PA) many challenges requiring collaborative troduction, suggests a no-blame culture
facilitates best-for-project decision mak- decision making and action, and that plans where the immediate response of project
ing through the PA agreement (PAA) that are never perfect. Uncertainty is a com- team members is to fix a problem rather
contain four important conditions: mon characteristic of complex projects, than apportion blame. Alliance parties
1. A required unanimous decision making and innovation to seek pathways through commitment to act in good faith and to
process at the alliance management adverse situations is a key need in effec- sink or swim together through embed-
team (AMT) level and alliance leader- tively and successfully managing complex ding powerful contractual incentives for
ship team (ALT) level; construction projects. The introduction contractual behaviour sets the tone of
2. Disallowing the right of participants to of contractual conditions that embeds a the alliance culture. This contractual ar-
sue each other unless there is clear no-blame clause into the PA agreement rangement provides a defining difference
evidence of malice or illegality. If each is central to determining behaviours that to other voluntary collaboration project
party agrees to a decision, then one support collaboration where energy is delivery approaches. The commercial
party cannot viably blame other par- redirected away from defensive routines contract element is established to be fair
ties to that decision and therefore has towards constructive joint action. In this and to balance the right of NOPs to make
no valid grounds to take legal action or paper we will restrict ourselves to PAs a fair profit with the right and obligation of
lodge a claim against other parties to because they specifically demand that the project owner (PO) to ensure that value
that decision; alliance parties sink or swim together for money is competitively achieved. A
3. A pain/gain sharing agreement that (Walker, 2002) and this explicitly demands no-litigation PAA clause (unless there has
reinforces the no-blame dimension a no-blame culture. been illegal acts or gross incompetence)
because risk is shared so that all PA The paper is structured as follows. First replaces the normal rights to sue parties
participants sink or swim together we briefly describe the papers context in who do not perform to expectations with
(Walker, 2002); and terms of fundamental constructs, such a collaborative, proactive, integrated and
4. Specific behavioural requirements for as no-blame culture and construction more responsive whole-project team
project participants to respect each project alliance. We provide an explana- approach to achieving key performance
other, be honest and open with each tory model to answer the research ques- indicators (KPIs) and key results areas
other and to genuinely collaborate tion and then discuss the results together (KRAs) through linking incentives to be-
(Ross, 2003;2013). Therefore the PA with illustrations from practice to explore haviours. The behavioural contract ele-
agreement provides a vehicle for fa- their implications. Finally, we conclude ment requires signatories to work together
cilitating a no-blame culture. the paper. in good faith, acting with integrity and
Project alliancing (PA) is used on many making best-for-project decisions. The
complex infrastructure projects in Austra- Fundamental Constructs incentivisation contract element ensures
lia. Wood and Duffield (2009, p7) report We introduce two main constructs that we that the financial reward and penalty
that the total value of alliance projects explain. These are PAs and blame. provisions drive motivation so that it is in
No-blame culture > value-based decision making > intrinsic motivational rewards
the interest of all parties to work closely to deliver a platform for performance that laboration with features of high trust and
achieve best value. has at its core a paradigm about the best high control (Das and Teng, 2001) similar
way for the PO and NOPs to interact and to the high trust and simultaneous distrust
What do we Mean by a conduct business. The NOPs world view described by Lewicki, McAllister and Bies
No-blame Culture? is shaped by their values and potential (1998). The high control aspect in PAs is
The National Alliance Contracting Guide- perceived rewards. Consensus decision generally monitored through adherence
lines Guide to Alliance Contracting (De- making can only effectively be achieved to KPIs and an open-book approach to
partment of Infrastructure and Transport, if egos are set aside and participants who probity and auditing. This provides both
2011a, p19) highlights several no-blame traditionally would be in charge take the trust and what may be perceived as
features including: good faith in acting with time and effort to genuinely engage in distrust. Alliance members trust the gov-
integrity in making best-for-project deci- dialogue where they try to understand, ernance arrangements, and integrity of
sions; peer relationships; respect for others re-interpret their own assumptions and probity of those that audit them through
and their expertise: and where each judgements toward a mutually negoti- open-book access to their financial and
Participant has an equal say in decisions ated outcome. True consensus requires business records.
for the project. It is expected that all joint skills in being empathic and being able A no-blame culture develops from
decisions made by the Participants will be to accept the perception of others as these features because consensus means
best-for-project [] The establishment of a valid negotiating point. Consensus that if all agree to a course of action then
a no fault no blame culture underpins behaviours turn power and communica- individuals can hardly opt out when they
the alliance delivery method. It involves a tion imbalances into symmetrical input feel it inconvenient. The transparency and
commitment from each of the Participants mechanisms that allow consensus about open-book approach lowers fears that
that, where there is an error, mistake or a solution to emerge that has greater in- any party can cheat the system. Mu-
poor performance under the alliance tellectual and experiential input that leads tual dependency binds participants more
contract, the Participants will not attempt to greater commitment by all parties to closely together because the incentive
to assign blame but will rather accept joint the decision. The sink-or-swim contract contract rewards project, not individual,
responsibility and its consequences and condition in PAAs, along with the practi- performance. The signing off on agree-
agree a remedy or solution which is best- cal need for consensus building, means ment to strive for best-for-project deci-
for-project. If the Participants disagree, that accountability, transparency and sions triggers an important behavioural
they must work together to resolve issues mutual dependence are necessary. Trust mind-set to aim for pragmatic action. All
in a best-for-project manner (p19-20). and control dimensions provide an inter- strive for best-for project outcomes with
Figure 1 illustrates the dynamics at work. esting backdrop to alliances. PAs closely an understanding that this involves trying
A no-blame culture is predicated by resemble joint ventures in their shared goal new approaches and recalibrating efforts
contractual and behavioural drivers that and requirements for integration and col- pragmatically when better understanding
60 www.pry.fi
Do Nothing
Yes
Declined
of the context require plans to be changed. create a no-blame culture and therefore to conformance to conflicting standards,
Authentic leadership is an important PA redirect resources away from defensive legal requirements, local authority inter-
behavioural trait in which leadership action routines to more constructive action. pretations and an array of ambiguous
is aligned with rhetoric and is consistent resolution of coordination and compliance
with liberating team members to maximise No-blame in Practice issues. Many other situations trigger such
their contribution and a best-for-project Illustration from a an event. Figure 2 clearly illustrates a trail
attitude is demonstrated. Leadership may PA Case Study of potential blame-shifting and inaction.
be officially vested in the PA manager but This section draws upon data gathered on This can be contrasted with Figure 3 which
in reality it is distributed because individual a recently completed PA in Melbourne that illustrates the same process following a
project team members take the initiative is indicative of the process of no-blame potential problem being identified in a PA.
when and as required based on their ex- that generally occurs across all project Figure 3 begins in the same way as
pertise, contribution and input into best- alliances that we have studied. The follow- Figure 2 except that the relevant team
for-project decision and action outcomes. ing figures were provided by the AM from members are assembled to assess and
Finally, the PA governance structure the recently completed AUD$135.8 million make a judgement about the identified
supports the behavioural contract. Gover- 45 month redevelopment of the existing problem. This ad hoc team would comprise
nance aspects that are absent from many Hamer Hall project. Figure 2 illustrates those that the governance system would
other collaborative procurement forms the business-as-usual case in traditional require to take action so that authority
include the enforcement of a mutual re- projects where each participant looks after to proceed and conversations about li-
spect clause in the PAA through a dispute their own interest as their first priority. ability, accountability and responsibility
and issues escalation policy that clearly Figure 2 begins with a problem being can be dealt with together against the
identifies escalation steps when issues identified, typically an interface problem backdrop of the incentivisation and
can be resolved at any one level. This is where there is no guidance on which behavioural leg of the PAA. Because it
an important measure which is shared by project participant was responsible for is in the interest of all parties to resolve
partnering but when combined with the temporary work that is clearly needed to the issue quickly and pragmatically, and
sink-and-swim-together culture it adds maintain schedule. Aconex is the elec- because the best-for-project behaviour
another important layer to the effective- tronic groupware communication platform is linked to potential pain/gain sharing a
ness of consensus decision making. PAA used on the project. It is clear who is best totally different dynamic is enacted to that
governance is design to reinforce the links placed to undertake this interface work portrayed in Figure 2. Additionally, the ad
between incentivisation, contractual per- but contract documents are ambiguous hoc team can thus create new knowledge
formance and behavioural performance about who is responsible and somebody about the context that triggered the prob-
measures so that it becomes a unique should be instructed to proceed with that lem through a more thorough and wide
procurement design to achieve consensus, action. Other typical examples may pertain reaching investigation of potential cause
Do Nothing
No
62 www.pry.fi
References
Brady, T. and Davies, A. (2010) Lewicki, R.J., McAllister, D.J. and Bies, Williams, T., Klakegg, O.J., Magnussen,
From hero to hubris - Reconsidering R.J. (1998). Trust and Distrust: New O.M. and Glasspool, H. (2010). An in-
the project management of Heath- Relationships and Realities. Acad- vestigation of governance frameworks
row's Terminal 5. International Journal emy of Management Review. 23 (3): for public projects in Norway and the
of Project Management. 28 (2): 438-459. UK. International Journal of Project
151-157. Management. 28 (1): 40-50.
Pitman, A. (2012)
Cohen, J. (2010) Problem solving models BAU and Winch, G.M. (2001)
Integrated Project Delivery: Case Hamer Hall Alliance. Lloyd-Walker B. Governing the project process: a
Studies, Sacramento, CA, American M. Melbourne, private communica- conceptual framework. Construction
Institute of Architects (AIA) - AIA tion: 1. Management and Economics. 19 (8):
California Council. 799-808.
PMI (2013)
Das, T. K. and Teng, B.-S. (2001) A Guide to the Project Management Wood, P. and Duffield, C. (2009)
Trust, Control, and Risk in Strategic Body of Knowledge, Sylva, NC, USA, In Pursuit of Additional Value A bench-
Alliances: An Integrated Framework. Project Management Institute. marking study into alliancing in the
Organization Studies. 22 (2): 251. Australian Public Sector, Melbourne,
Ross, J. (2003)
Department of Treasury and Finance,
Davis, P. R. and Love, P. E. D. (2011) Introduction to project alliancing.
Victoria: 191.
Alliance contracting: adding value Alliance Contracting Conference,
through relationship development. Sydney, 30 April 2003, Project Control
Engineering Construction & Architec- International Pty Ltd,
tural Management. 18 (5): 444-461.
Ross, J. (2013)
Department of Health (2012) Alliancing in Australia: a brief intro-
The ProCure21+ Guide - Achieving Ex- duction, http://www.pci-aus.com/
cellence in NHS Construction. Service Downloads/2009_09_07_Alliancing-
N. H. Leeds, UK, Department of Health: Ross_intro_B.pdf,
65pp.
Turner, J.R. (2006)
Department of Infrastructure and Towards a theory of project man-
Transport (2011a). National Alliance agement: The nature of the project
Contracting Guidelines Guide to Al- governance and project manage-
liance Contracting. Department of ment. International Journal of Project
Infrastructure and Transport A. C. G. Management. 24 (2): 93-95.
Canberra, Commonwealth of Australia:
Walker, D.H.T. (2002)
168.
Enthusiasm, Commitment and
Department of Infrastructure and Project Alliancing: an Australian
Transport (2011b). National Alliance Experience. Journal of Construction
Contracting Policy Principles. Depart- Innovation. 2 (1): 1531.
ment of Infrastructure and Transport
Walker, D.H.T., Arlt, M. and Norrie, J.
A. C. G. Canberra, Commonwealth of
(2008)
Australia: 18.
The Role of Business Strategy in PM
Doherty, S. (2008) Procurement. Procurement Systems
Heathrow's T5 History in the Making, - A Cross Industry Project Manage-
Chichester, John Wiley & Sons Ltd. ment Perspective. Walker D. H. T. and
S. Rowlinson. Abingdon, Oxon, Taylor &
HM Treasury and Infrastructure UK
Francis: 140-176.
(2013). Infrastructure procurement
routemap: a guide to improving Walker, D.H.T., Lloyd-Walker, B.M. and
delivery capability, London, UK,ISBN Mills, A. (2013). Innovation through
978-1-909096-56-1: 49pp. Alliancing in a No-Blame Culture. 19th
CIB World Building Congress, Brisbane,
Jefferies, M., Brewer, G., Rowlinson,
May 6-9, Kajewski S., K. Manley and K.
S., Cheung, Y. K. F. and Satchell, A.
D. Hampson, CIB: 12pp.
(2006). Project alliances in the Aus-
tralian construction industry : a case Williams, T. (1995)
study of a water treatment project. A classified bibliography of recent
Symposium on CIB W92 : sustain- research relating to project risk
ability and value through construc- management. European Journal of
tion procurement, Salford, UK., 29 Operational Research. 85 (1): 18-38.
November - 2 December, McDermott
P. and M. M. K. Khalfan, CIB W92: 11pp.
64 www.pry.fi
a desktop survey on features expected by
Red Phoenix
the Westerners in their home purchases will
be reviewed. The Feng Shui concepts and
Western familys views and expectations
in purchasing a property will be compared Front
through a case study. Conclusion and
implications will be drawn last. House White
Green Tiger
Dragon
Feng Shui Concepts Rear
Feng Shui is about the interaction of hu-
mans and their environments, i.e., creates
harmony between heaven, earth and hu- Black Turtle
man (Mak and So, 2011). One of the most
basic principles is unity between heaven Figure 1. Form School Model (Feng Shui Store, 2012)
and human, i.e., brings harmony between
the universe, earth and human energy. and Too, 1996), which is primarily based in cities or suburban areas in term of sur-
The energy is valued in both the physical on the verification of the physical con- rounding environment, external layout,
and the invisible form knows as Qi (or figuration of mountains and watercourses internal layout and interior arrangement.
Chi, natural energy or breath of life) in surrounding sites and buildings (Mak Table 1 shows the key elements of Form
the traditional Chinese Feng Shui culture. and So, 2011). The Form School consists School Feng Shui for a building.
Skinner (1982) suggested that Feng Shui of Five Geographical Secrets, namely
designs aims at a balance and harmonious dragon, sand, water, cave and direction Contemporary Design
environments that can produce an ample (Lip, 1979). The combination of these five Principles
amount of good Qi (positive energy) and Feng Shui geographical elements and the Traditionally, bioclimatic design approach
filter out the bad Qi (negative energy). This four emblems (green dragon, white tiger, is the common approach applied in the
is one of the reasons why Chinese families black tortoise and red phoenix as the four Western design world. The approach ap-
look for good Feng Shui properties to at- cardinal directions) produced the classic plies a logical sequence of analysis and
tract positive energy. Feng Shui model. Figure 1 shows the Form constructs appropriate strategies to
The second concept is the Five Ele- School model that examines shapes and minimise the external impacts and ratio-
ments Cycles, which are fire, water, metal, symbolism in the environment which can nal use of resources (Olgyay, 1963). The
wood and earth. Its theory is that ev- be applied to a property. bioclimatic design strategies aim to take
erything in the universe has an attribute A principle of balance between interior advantage of the favourable environmen-
according to these five elemental groups and exterior spaces is an important prin- tal aspects, while avoiding or moderating
of substances. The relationships of the ciple that describes the site conditions and the unfavourable impacts through ap-
five elements consist of productive and the design of buildings. The location of propriate design decisions. Axarli and Teli
destructive cycles (Walters, 1989). the site, conditions that surround the site, (2008) implemented of bioclimatic prin-
Yin and Yang harmony is the third Feng topographical conditions and the shape ciples in the design of urban open spaces
Shui principle. Yin represents the passive of the site are called the Outer Form. The to improve human comfort which includes
principles in nature exhibited as dark- Inner Form consists of the layout of the thermal, visual, acoustic comfort and im-
ness, cold and wetness. Also the moon, building, elevations of the building, and provement of buildings energy behaviour
femininity and passive, the realm of the elements of building (Lee, 1986). Cheng and air quality.
dead and tombs are represented Yin. Yang and Kong (1993) provided a further classi- More recently, the concept of sustain-
represents the active principles in nature fication of space into four design modules: ability has brought into the design princi-
exhibited by light, heat and dryness. Also surrounding environment, external layout, ples in the built environment contexts. The
sun, masculinity and active, the realm of internal layout and interior arrangement. elements of sustainable design includes
the living, building, towns, and cities are The principles of Form School Feng Shui many areas such as waste and recycling,
symbolized Yang. Yin and Yang are the two can be applied to houses that are located energy, water, building design, emission,
opposing parts but have a complementary
relationship. A good Feng Shui means that
Yin and Yang are balanced and harmoni-
Organisational Factors
ous within a space, designed to create
balance in the users life when engaging Surrounding External Internal Interior
in the space (Feuchtwang, 1974). Environment Layout Layout Arrangement
The Form School relates to physical Topography Shape of Site Layout Door Openings
configurations of landscape design and Front of Site Entrance Doors Bedroom
urban planning, and the Compass School Rear of Site Shape of Building Windows Kitchen
focus to time, space and orientation are Sides of Site Orientation Shape of Rooms Living Room
the two main Feng Shui Schools (Xu, Street Location Trees Staircase Bathroom
2003). The most prominent approach Water View Pond Ceiling
to the built environment and building Wind Direction
design follows the principles and practice
of the Form School (Lip, 1986; Xu, 1990; Table 1. Key Elements of Form School Feng Shui (Mak and So, 2011)
Climatic factors: Individual analysis and their Frame structure Human comfort
Bioclimatic temperature, humidity, correlation effects
Model wind, etc. psychometric chart, and
comfort zone
Sustainable Nature process: geology, Identify values for different Layer structure Fitting environment for
physiography, hydrology, categories and select a development
Design climate, vegetation, better fit environment and
Models energy efficiency etc. adaption
Qi and its relation with Survey the mountain and From big system to small Living Qi should be
Feng Shui environment water, find suitable area and sub-system abundant and harmonious
arrange Qi with the surrounding
Table 2. Comparisons of Feng Shui and the Contemporary Models (Xu, 2003)
66 www.pry.fi
Case Study and Discussions
Three residential units are selected as case
studies for analysis different views in home
purchase decisions using the Fend Shui
concepts and the contemporary models.
The cases are located at Chatswood New
South Wales Australia. The locations of
Figure 4. Positive elements of the Regency unit (RP Data, 2012)
these three selected units are listed in
Table 3. The positive elements of the Regency unit are (Figure 4):
- Distance panoramic views to Pacific Ocean (Bioclimatic model) that brings
The External Environment positive energy (Good Feng Shui) and summer breeze from the ocean (Sustain-
Chatswood is a suburb in the state of able Design model)
New South Wales, Australia, 10 kilometres - Open-plan floor layout and bright rooms with a lot of natural light (Sustainable
north of the Sydney central business Design model)
district. It is a major commercial and retail
districts in the North Shore. In the 2011
Australian census, the total population of
Chatswood was 21,194 people. There are
two main shopping centres (Westfield and
Chatswood Chase) and retail shops are
nearby. The Chatswood railway station is
on the North Shore Line and the North- Figure 5. Negative elements of the Regency unit (Source: the Authors)
ern Line of the Cityrail network. The three
selected units are located around 200 The negative elements of the Regency unit are (Figure 5):
450 meters from the Chatswood railway - South-East facing (Bioclimatic model) will result hot in summer morning and no
station. The Altura Tower is located at the Northern sunshine in winter (Sustainable model)
western side of the rail, while Cambridge - Overlook the Tower B of Regency and distance view blocked (Bad Feng Shui)
Tower and Regency Tower are located at - Overlook the roof of Westfield shopping centre and constant noise from
the eastern side of the rail line. Figure 3 cooling towers of Westfield shopping centre that brings negative energy
depicts the relationship of these three (Bad Feng Shui)
buildings and their environment. - Irregular shape of bedrooms (Bad Feng Shui)
Figure 8. Positive elements of the Cambridge unit (RP Data, 2012) Conclusion
Traditional Chinese Feng Shui has been
The positive elements of the Cambridge unit are (Figure 8): adopted, accepted and applied by the
- Panoramic views to North direction (Bioclimatic model) that brings positive Western world in the built environment
energy (Good Feng Shui) and large open-plan space with north facing balcony contexts. The principles of both the Feng
bring Northern sunshine in winter (Sustainable Design model) Shui and the Contemporary models are
- Separate kitchen and breakfast area (Sustainable Design model) similar in term of targeting human wellbe-
- The bedrooms are separated from the living room (Good Feng Shui) ing and study the relationships between
human and the built environment, though
the analysis method, structure and criteria
of the western and eastern principles are
different. The distinct feature of western
sustainable design has more emphasis on
measurement of physical attributes such
as efficiency of water and energy con-
sumptions; whereas Feng Shui emphases
Figure 9. Negative elements of the Cambridge unit (Source: the Authors) are on balance of Yin and Yang, exterior
The negative elements of the Cambridge unit are (Figure 9): and interior, the relationship between hu-
- Construction site outside Western windows (Bioclimatic model) man and surrounding environment. The
- Direct line of sight incoming and outgoing trains to railway station from the bal- application of Feng Shui knowledge has
cony (Sustainable Design model) that brings negative energy (Bad Feng Shui) been embraced by the western concept
- Mirrors on both opposite sides of wall create ghost effect of multiple reflec- of sustainability for decision marking to
tions (Bad Feng Shui) purchase family homes.
Bioclimatic Model Positive: Panoramic views to the Positive: Some distance views from Positive: Panoramic views to
Pacific Ocean North-East side of the balcony North direction
Negative: South-East facing Negative: Northern view blocked by Negative: Close to
a high-rise office building Construction site
Sustainable Design Positive: Bring Summer breeze Positive: North-East direction bring Positive: North facing windows
Models from the ocean morning sun and summer breeze and balcony bring Northern
Negative: South-East facing, hot Negative: Blocked Northern view, sunshine in winter
in Summer morning, but no outside traffic noise, and internal Negative: Direct line of sight of
Northern sunshine in winter traffic noise with entrance facing lift incoming and outgoing trains
door opening to railway station from the
balcony
Feng Shui Positive: Distance view to ocean Positive: North facing street view. Positive: Distance view to
that brings positive energy. Negative: Front view blocked by a Northern direction brings
Negative: Views blocked by other high-rise commercial building with positive energy.
high-rise buildings and constant large sign/logo, noisy road Negative: Direct line of sight
noisy surrounding environment intersection with Pacific Highway, from the balcony of incoming
from roof-top machinery of noisy internal traffic when entrance and outgoing trains to railway
Westfield shopping centre that facing lift door opening that brings station that brings negative
brings negative energy. negative energy. energy.
68 www.pry.fi
Cheng, J.J. and Kong, S.P. (1993) Lip, E. (1979) RP Data (2012)
Feng Shui and Architecture. Nan- Chinese Geomancy. Singapore: Times RP Professional Property Details,
chang, Jiangxi Science and Technol- Books International. (available online https://rpp.rpdata.
ogy Press [Chinese]. com. [accessed on 12/11/2012]).
Lip, E. (1986) Feng Shui for the home.
Dong, W. and Zuehl, R. (2009) Singapore: Heian International. Skinner, S. (1982)
The Comparison and Contract The Living Earth Manual of Feng Shui
McLennan, J.F. (2004)
Between Green Design and Feng Chinese Geomancy. London, Arkana.
The Philosophy of Sustainable Design.
Shui. IN: Mak, M.Y. and So, A.T.P. (eds)
Kansas City, Missouri, Ecotone Pub- Tchi, R. (2012)
Research in Scientific Feng Shui and
lishing. What is Feng Shui? (available online
the Built Environment. Hong Kong,
http://fengshui.about.com/od/the-
City University of Hong Kong Press, pp. Mak, M.Y. and Ge, J.X. (2010)
basics/qt/fengshui.htm. [accessed on
201-222. Sustainable Design and Feng Shui:
17/10/2012]).
A Case Study of an Office Building in
Feng Shui Store (2012)
Sydney. IN: Barrett, P., Amaratunga, Too, L. (1996)
Form school Feng Shui, (available
D., Haigh, R., Keraminiyage, K., Pathi- The complete illustrated guide to Feng
online http://www.fengshuiweb.co.uk/
rage, C. (eds) Building a Better World, Shui, London: Element.
advice/formschool.htm [accessed on
Proceedings of CIB World Congress
17/10/2012]). Walters, D (1989)
2010, The University of Salford, Sal-
Chinese Geomancy, Longmead, Ele-
Feuchtwang, S.D.R. (1974) ford, UK. (available online http://www.
ment Books.
An Anthropological Analysis of cib2010.org/post/files/papers/1197.
Chinese Geomancy. Vientiane, Laos, pdf [accessed 18/05/2010]) Xu, J. (2003)
Vithagna. A framework for site analysis with em-
Mak, M.Y. and So, A.T.P. (2011)
phasis on Feng Shui and contempo-
Google (2012) Scientific Feng Shui for the Built
rary environmental design principles,
Google Maps, (available online Environment: Fundamentals and Case
PhD Thesis in Environmental Design
https://maps.google.com.au [ac- Studies. City University of Hong Kong
and Planning, Virginia Polytechnic and
cessed 27 Oct 2012]) Press, Hong Kong.
State, Blacksburg, VA, USA.
Lee, S.H. (1986) Olgyay, V. (1963)
Xu, P. (1990)
Feng Shui: Its Context and Mean- Design with Climate, bioclimatic ap-
Feng Shui: a model for landscape
ing. Unpublished PhD Thesis, Cornell proach to architectural regionalism,
analysis, Doctoral Thesis, Harvard
University. Princeton University Press, Princeton,
University.
N.J.
Michael Mak
Dr Michael Mak is a Senior Lecturer in the School of Architecture and Built Environment,
University of Newcastle, Australia. He has been teaching in architecture, building, construc-
tion management and property courses in Australia, Singapore and Hong Kong. Michael is
the founding editor of the Academic Journal of Feng Shui (www.AJoFengShui.co.nf), which is a
peer-reviewed open-access online journal that publishes original research articles in all aspects
of Feng Shui. Michael is a leading author in scientific Feng Shui domain, including, Scientific
Feng Shui: Application of Feng Shui Knowledge to Preliminary Building Design Evaluation Using
Knowledge-Based Expert Systems Approach (Mak, 2009), Research in Scientific Feng Shui and
the Built Environment (Mak & So (Eds), 2009) and Scientific Feng Shui for the Built Environment:
Fundamentals and Case Studies (Mak & So, 2011).
70 www.pry.fi
IPMA_2014_210_247_Project_Perspectives_magazine_Opmaak 1 27-08-13 08:44 Pagina 1
September 29-30 and October 1, 2014 WORLD TRADE CENTER ROTTERDAM, THE NETHERLANDS
The world leading Congress dedicated to Project, Program & Portfolio Management!
Innovation
through Dialogue...
Three inspiring days of
12 acclaimed keynotes
120 experts & sessions (best practices, academic, Congress organization
www.ipma2014.com