FEATURED PAPER
By Bob Prieto
Florida, USA
and
Ammar Hajiya
Riyadh, Saudi Arabia
This paper lays out an approach to improving our ability to manage large complex projects recognizing the nature of these projects which exhibit the quantum like behaviors of many large complex systems. This quantum framework was comprehensively laid out in Quantum Project Management[1] and then developed and refined in other subsequent papers[2]. Importantly, earlier works[3] [4] looked at the measurement of complexity in large complex projects laying out an approach that blended complexity measurement from other industries with factors designed to more fully capture the complexity the inherent quantum features and behaviors we witness.
In this paper we build on this earlier work on measurement of complexity recognizing that you can only manage what you measure. Specifically:
- We assess the complexity embedded into a planned execution strategy prior to project initiation to facilitate comparison of other potential execution strategies from a complexity perspective. This is done with and without inclusion of the quantum contributions to complexity. This facilitates understanding where the dominant contributions to complexity arise from.
- We score complexity of a proposed execution approach for a large complex project, again with and without quantum complexity contributions, to gain an appreciation for the level of complexity we might experience in executing this project when compared to other large complex projects. The first of a series of dashboard elements are associated with these measures and collectively they comprise what we have referred to as the Quantum Project Management Complexity Dashboard (QPMCD).
- The developed approach to complexity measurement allows us to determine the remaining complexity at any point along the execution plan and by extension the time increments likely to experience the highest complexity. Toggling between classical and classical plus quantum measures of complexity allows us to extract deeper insights.
- Recognizing that actual performance may be at variance from initial plan, QPMCD allows us to recalculate the remaining complexity, forward looking complexity profile and how periods of high complexity have changed.
- The QPMCD also looks at “precedence density” which reflects a measure of the risk we are facing to maintain planned progress. Similar to the previously described measures, we can measure, track and gain insights from initial “precedence density”, how it is planned to change over time, the impacts of delayed or unmet precedencies.
- The various metrics provided by the QPMCD allow us to continuously look at alternative execution strategies not just when a problem has arisen but equally important to discover opportunities for improvement. This is consistent with agile thinking.
- Experience has shown that at each step in the project there are alternative strategies to be explored that reduce complexity and provide a reduction in “precedence density” through decoupling. Later in the paper we will explore a number of such strategies that can be informed through effective use of the QPMCD.
As we move through this paper some factors will be generalized reflecting the trade secret[5] nature of some of our work. Portions of the prior paper on “Measurement of Complexity in Large Complex Projects” have been repeated here for completeness.
To aid the reader we have presented a typical QPMCD here. Its development and components will be described in the balance of the paper.
More…
To read entire paper, click here
How to cite this work: Prieto, R., Hajiya, A. (2024). Managing Complexity in Large Complex Projects, PM World Journal, Vol. XIII, Issue XI, December. Available online at https://pmworldlibrary.net/wp-content/uploads/2024/12/pmwj147-Dec2024-Prieto-Hajiya-Managing-Complexity-in-Large-Complex-Projects.pdf
About the Authors
Bob Prieto
Chairman & CEO
Strategic Program Management LLC
Jupiter, Florida, USA
Bob Prieto is Chairman & CEO of Strategic Program Management LLC focused on strengthening engineering and construction organizations and improving capital efficiency in large capital construction programs. Previously Bob was a senior vice president of Fluor focused on the development, delivery and turnaround of large, complex projects worldwide across the firm’s business lines, and Chairman of Parsons Brinckerhoff.
Bob’s board level experience includes Parsons Brinckerhoff (Chairman); Cardno (ASX listed; Non-executive director); Mott MacDonald (Independent Member of the Shareholders Committee); and Dar al Riyadh Group (current)
Bob consults with owners of large, complex capital asset programs in the development of programmatic delivery strategies encompassing planning, engineering, procurement, construction, financing, and enterprise asset management. He has assisted engineering and construction organizations improve their strategy and execution and has served as an executive coach to a new CEO.
He is author of nine books, 950 papers and National Academy of Construction Executive Insights, and an inventor on 4 issued patents.
Bob’s industry involvement includes ASCE Industry Leaders Council, National Academy of Construction and Fellow of the Construction Management Association of America (CMAA). He serves on the New York University Abu Dhabi Engineering International Advisory Council and previously served as a trustee of Polytechnic University and the Millennium Challenge Corporation Advisory Board. He was appointed as an honorary global advisor for the PM World Journal and Library.
Bob served until 2006 as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC). He chaired the World Economic Forum’s Engineering & Construction Governors and co-chaired the infrastructure task force in New York after 9/11.
He can be contacted at rpstrategic@comcast.net.
Ammar Hajiya
Executive Director and Chief Transformation Officer
Dar al Riyadh
Riyadh, Saudi Arabia
Ammar Hajiya is an accomplished Executive Director and Chief Transformation Officer with over 25 years of experience in project and programme controls. Currently serving at Dar Al Riyadh, Ammar has a proven track record in leading the establishment of project management systems and delivering value on mega programmes across various sectors, including infrastructure, rail, highways, aviation, and power. Ammar’s expertise spans planning and scheduling, cost management, risk management, and digital integration. He has held significant roles in multinational engineering and construction firms, such as Bechtel and Arcadis, where he led major projects like the Lower Thames Crossing and the Digital Railway Programme in the UK. Ammar is known for his transformative approach, embedding project control practices within major projects and programmes. His leadership has been pivotal in achieving project milestones, improving business processes, and fostering positive relationships with stakeholders. He thrives in challenging environments, demonstrating clear leadership by example and maintaining excellent interpersonal and communication skills.
He holds several certifications, including Six Sigma Lean Black Belt, and has a strong educational background with an MSc and MBA.
[1] Prieto, R. (2024). Quantum Project Management, PM World Journal, Vol. XII, Issue I, January 2024. https://pmworldlibrary.net/wp-content/uploads/2024/01/pmwj137-Jan2024-Prieto-Quantum-Project-Management-.pdf
[2] Prieto, R. (2024). Quantum Project Management and the Concept of Space-time, PM World Journal, Vol. XII, Issue V, May. https://pmworldlibrary.net/wp-content/uploads/2024/05/pmwj141-May2024-Prieto-Quantum-Project-Management-and-Concept-of-Space-time.pdf
[3] Prieto, R. (2024). Measurement of Complexity in Large Complex Projects, PM World Journal, Vol. XII, Issue IV, April. https://pmworldlibrary.net/wp-content/uploads/2024/04/pmwj140-Apr2024-Prieto-Measurement-of-Complexity-in-Large-Complex-Projects.pdf
[4] Prieto, R. (2024). Navigating Complexity, PM World Journal, Vol. XII, Issue VI, June 2024. https://pmworldlibrary.net/wp-content/uploads/2024/06/pmwj142-Jun2024-Prieto-Navigating-Complexity.pdf
[5] Trade Secret information is held by both Strategic Program Management LLC and Dar Al Riyadh and not disclosed in this paper.
