Project Management

Management of complex projects, Causes of failure in technology projects, Sources and consequences of variability in projects, Integrating systems engineering and project management

Causes of failure in technology projects, Management of complex projects and other 'special' projects where normal project management approaches do not apply, Sources and consequences of variability within projects, Relationship between systems engineering and project management.

We are interested in how to make projects achieve more successful outcomes, in particular complex technology projects. Often it is assumed that a project will follow a fairly linear path with no feedback between tasks no unexpected challenges and no variability in task duration.

project management - optimistic project diagram

In fact, task duration for complex projects is very unpredictable when the project is started. Some tasks will be completed more quickly than anticipated, but much more often, tasks will take longer than anticipated as a result of unwanted emergent properties of the system that only become clear once components or subsystems are brought together. We also tend to systematically overestimate the rate at which progress will occur and underestimate the costs and level of challenge. The cumulative effect of such task overruns is often greatly underestimated.

project management - realistic progress image

There is a systematic tendency for people to be unreasonably confident about how quickly and successfully tasks will be completed ('optimism bias'). We are interested in modelling the extent and consequences of this for a range of project types. We are also interested in what makes someone good at accurately estimating project duration.

Another area of interest is the management of special projects that do not adhere to the normal rules of project management. These might include very short or long projects, projects in extreme environments (such as space), and collaborative projects (such as research projects).

Integrating project management and systems engineering

We worked with Halcrow Group Ltd (now a subsidiary of CH2M) on a research project to improve the application of systems engineering in major rail projects. Countries around the world are making significant investments in developing their railways, and it is crucial that fully integrated projects are delivered. Systems engineering should be tied to project management in an efficient way to deliver high quality projects on time and within budget taking into account critical safety and reliability requirements.

CH2M Associate Director of Rail, Hadi Sanei, recently completed a PhD with us on developing a novel structure to be used as a single core linking Project Management and Systems Engineering Management activities for complex multidisciplinary rail projects.

Our Research Projects

Thesis: The Challenges and Difficulties of Large-Scale, Complex IT Projects

Author

Meshach Bolutiwi

Abstract

The high failure rates of large-scale complex and major information technology projects (LSCITP) continues to be a topic of central interests in both the academic and professional sectors. Over the past two decades, there have been widespread failures of projects connected to the implementation and delivery of large-scale complex information technology systems (LSCITS) across the information technology (IT) industry globally and across other industry domains. At present, the IT industry is an industry that is constantly being distinguished by high profile LSCITP failures when compared with any other industry domain.

LSCITP have failed for a variety of reasons, and the typical reasons attributed to these failures include technology challenges, complexity challenges, management challenges and implementation and delivery challenges. Other reasons include budget overruns, schedule delays and the presence of internal and external factors within and outside of the project environment that have an impact on the outcome of these projects.

The increasing dependence on technology followed by rapid technological advancements means that LSCITS is now a fundamental part of the functioning of society. Subsequently, the management and implementation of LSCITP have become very complex over the past few years mainly due to the complexity of the solutions being addressed and implemented through technology. The factors that influence the above reasons include innovation, technology advancements, multiple and increased user expectations and the increased demands and expectations from technology in the current era.

This study seeks to explore the underlying issues relating to the challenges, difficulties and the root causes of failures including the complexities inherent in the implementation and delivery of LSCITP. A key objective of this study is to fill a gap in knowledge that is not covered by existing research into the failures of LSCITP. This research study provides an in-depth analysis of the reasons for the challenges, difficulties, and failures of LSCITP and looks to address the issues that lie at the root causes of failure. Additionally, this study also seeks to identify new ways of managing and improving the delivery and assurance of LSCITP.

The results from this study will help to inform and improve ongoing and future LSCITP implementations, help to guarantee the delivery and assurance of current and future LSCITP globally to steer them to a more successful outcome and improve their success rates.

Thesis: Understanding how heuristics and biases impact the effectiveness of decisions taken in major infrastructure projects

Author

Mohamed H. Al-Ali

Abstract

The decision-making process can be biased by virtue of the role that mental shortcuts play in human decision making. Although many researchers have studied this fact in form of psychological behaviours and behavioural economics, limited research has explored the role of heuristics and biases in the selection and definition of infrastructure projects.

Decision-making traps and psychological barriers, which is well known as "heuristics and biases", play an important role in the decision-making process. The commonly-used phrase “Heuristics” is mental shortcuts that occur in the human mind by which some parts of a complex problem is ignored as more focus is given to one aspect of the problem. As a result, some systematic errors might occur when making a decision. According to researchers, using quantitative decision analysis techniques, following structured analysis, and increasing the awareness of the psychological traps can help to avoid mental errors and improve taken decisions.

This research project seeks to highlight barriers to effective decision making in major infrastructure projects. Through multiple-criteria decision analysis, a series of decision-making experiments will be conducted to analyze the role of heuristics and biases in the selection and definition of infrastructure projects.