10.2 Types of Projects Part 2

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In addition, we talked about this before, but you've got different organizational structures, whether it's functional matrix or project ized. Those organizational structures will impact the types of projects and the size of projects that you're able to execute, especially simultaneously, or, you know, in short order one after the other.

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And then you also need to look at

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your organizations

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Oh, CME or organizational change management. On that again, it could be its own

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course. I think it's probably its own graduate degree. In some cases,

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it is an extraordinarily challenging thing, so I don't want to undersell it other than to say That's not my area of expertise, so I'm not going to speak too deeply into it. But

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the O. C. M. Of an organization not necessarily was specifically within a project, but within the organization

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is going to be important. That's gonna be your resource to reach out to when you're looking at embarking on an enterprise level project

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and say, you know,

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I've got the technology on the PM, This is what we're building were doing cool stuff, whatever.

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But there's a people part of that that you're not the expert unnecessarily the O. C. M folks, you know, they're the ones that bridge that gap that really look at what your technological universe looks like and how that impacts the the organization structural, how that impacts that people.

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What type of communication, How early should the communication would be going out

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versus how close to the go live date. All those things come into play and those are all O. C. M. Related efforts. So the best advice I can give you

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within this for strategic enterprise projects

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if you're your organization has a no CME group.

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Meet with them early on offense to make sure that they're at least have a liaison role within your project means that they know what's going on on and take take their advice very seriously because they are the experts in that space on. And don't be afraid to over communicate as opposed to under communicate. So

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you have three different types of projects different layers, and they each have different organizational challenges, less so on the tactical side, but certainly strategic enterprise level projects. They put stress on the organization.

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They still have to adhere to the Iron Triangle, but they also have all this other stuff that they have to work within. And it's really important as you move up into the enterprise Project Manager role and you start taking on that more senior role within the organization

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that you understand things that are happening outside of your normal project scope. You can't put your blinders on

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for enterprise level projects and just assume that your whole life is

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inside the project because there's a lot of things happening outside the project.

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This is the

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Sinn Fin model, and this is a really good way to sort of visualize

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how

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complicated and complex processes and decision making interact with the other types of decision making. And there's a link there which you. It's for another Harvard Business Review article that you should be able to either copy from the video or link down below underneath the video and click that link to read that article.

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But what is talking about is

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the movement from the bottom right quadrant, which is your best practice your operations. The relationship between cause and effect is very obvious. There's no,

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uh, unwritten things happening in the background.

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Those air, your standard operating procedures, those your operational procedures. That's where you know cos don't necessarily move toward shore, but where they're definitely treading water and they're doing a great job.

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The complicated area, which we've talked about, you know, in depth in the last couple of videos shows you know that the relationship is there, right there is that variable. There's that limited number of variables that we talked about. It's just a matter of finding them and doing that analysis that business analysis

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and get getting the

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your arms around the totality of that complicated business process model.

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As we move over to complex, you'll notice that the relationship between cause and effect

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it can be

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approximated. That's where that grounded theory development comes into play.

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But really it could only be perceived either in retrospect or not at all. And so when you move from complicated too complex, you have a different layer right they're talking about. They want youto be able to respond. That goes back to a learning organization. You're using a lot of soft science, you know,

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probing, sensing.

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It's in an emergent practice.

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This idea that you're you're

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operating on

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the edge between complex and chaos and course chaos is never good for organization But you know, when you move from complex too chaotic, you no longer now have any relationship that you can even hypothesize that exists between cause and effect.

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And that's never a good place to be in. So you want to make sure when you're doing your enterprise level projects and you're doing those complex problem solving the complex business process, modeling

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that at all times you have to have some sort of relationship,

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whether it's a true hard relationship or even a soft relationship between your cause and effect, so that you can adjust accordingly as the project progresses.

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So in some ring, for for this lesson, we really focused on the different types of projects the three different layers walking our way through to enterprise Project management and then looking at the sinn fin model sinn fin framework and kind of understanding

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how organizational maturity moves from that

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simple process to a complicated process to a complex process and hopefully avoids the chaotic area within that four Krajan model. So I want to thank you again, and I will