Iccpm connect issue 19 december 2015

ISSUE 19: DECEMBER 2015

CONNECT BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM 6TH ANNUAL CONFERENCE WRAP UP Articles: Diversity and Complexity The Diversity Dilemma Managerial Approaches for countering aggressive complexity

|||||| CONTACT US STAFF Deborah Hein Managing Director & CEO Diane Hope Business Manager Cathy Baljak Learning & Development Manager

ICCPM BOARD Harry Bradford, Chair Chris Jenkins Simon Henley Julie Dunlap Mary McKinlay Chris Deeble Deborah Hein Alicia Aitken International Centre for Complex Project Management Ltd (ICCPM) PO Box 327 Deakin West ACT 2600 AUSTRALIA Level 2, Equinox 3 70 Kent Street Deakin ACT 2600 AUSTRALIA +61 2 6120 5110 admin@iccpm.com iccpm.com Twitter: @iccpm LinkedIn: ICCPM Complex Project Management Discussion Group The views expressed by contributors to this magazine are solely their own and ICCPM accepts no responsibility or liability for these views.

© ICCPM 2015

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CEO MESSAGE 2015 is officially over and what a year it has been! The luxury of reflection is something that we don’t always find time to do, however for me in this instance it is very important simply to be able to look back and see what we as a community have achieved in one short very quick year.

From our very small team’s perspective we have finalised and delivered our four course Complexity Awareness Program to multiple clients, applied for course accreditation and RTO certification, delivered a very successful international conference, developed the Complexity Diagnostic Tool for Beta testing, presented at numerous conferences and engagements, conducted four successful CASG/Industry Project Management Forums, increased our partner and membership programs, produced four editions of this magazine and appointed our first ever Academic-inResidence.

you are growing in number bodes well for the Project Management profession globally.

This issue of CONNECT focuses in the main on the theme of Diversity in Complex Projects, what it is, how it helps or hinders, and how we are progressing in terms of achieving the right balance to enable success.

Matt Owens asks us to think about how the US Military’s approach to operations might be useful in helping us to manage complex projects (that is to diversify our thinking across firmly established borders), our good friend Boyd suggests that we all suffer the same issues and problems of complexity regardless of which country we come from, the issues remain the same, and Mark takes a look at diversity through the lens of a court jester!

Not a bad effort if I do say so myself.

None of this could have been achieved without the unwavering support of our Chairman and Board members. The dedication, professionalism and enthusiasm of our international group of Directors (who are all very time poor) is outstanding and second to none. To my team, Diane Hope and Cathy Baljak who Thank you all for your contributions without doubt carry more on in 2015 and with the governments their shoulders than anyone else focus on Innovation and the Ideas I have ever worked with, thank boom in 2016 we are hopeful that you both for your dedication and we as a collective community put professionalism and keeping me our “Green” hats on and start to well and truly on track. Thanks deliver some innovative solutions. to Geoff Smith who has provided the team with some supercharged capacity on contract over the last part of the year. To our partners, We wish you a safe and restful members, supporters and friends, holiday season. without you we would BUILDING have noCAPABILITY IN COMPLEX ENVIRONMENTS reason to exist and the fact that

CONTENTS FEATURES

ARTICLES

ICCPM 6TH ANNUAL CONFERENCE 4-9

Diversity and Complexity a Reflection

12 - 13

The Diversity Dilemma

14 - 16

Managerial Approaches For Countering Aggressive

NEWS

Complexity

18 - 21

Academic-In-Residence

10

Diversity in Complex Projects -

Alicia Aitken Appointed to Board

11

A Jesters Role?

22 - 23

12 - 23

10 - 11

ICCPM NETWORK

LINKS & EVENTS

Board Profile 24

Food for Thought 29

ICCPM Fellows

Calendar 30

25

Howard Duhon 26 Kumaran Murugan 27

29 - 30

24 - 27

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM CONNECT | 3

ICCPM 6TH ANNUAL CONFERENCE

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS WRAP-UP

The 6th edition of the ICCPM Annual Conference held in Canberra ACT, Australia 2729 October can only be described as the most successful conference to date - that is not just our opinion - it is reflected in all the feedback received from delegates and speakers. In the main we have been told that we did achieve the focus of our theme which was: Building Capability in Complex Environments “More and more there are pockets of excellence where individuals who are empowered to apply appropriate strategies, methodologies and concepts to manage in truly complex environments deliver outstanding results.

More often than not those involved in these successful endeavours feel an obligation to share their experiences and contribute knowledge to the broader project and business community. Interestingly these instances of success are not embedded in the organisation’s psyche to create the necessary ongoing patterns of success.

The 2015 conference will focus on the people and organisations that are managing complexity well, sharing what they do, how they do it and why the results are so successful.”

Here are the pure stats: • 7 International speakers (USA, UK, Hong Kong, South Africa) • 3 Women (should have been 4) • Age spectrum from around 35 - 75 years of experience • Too many cultural backgrounds to count • Educational qualifications from none to multiple PhDs covering areas such as: • Project Management • International Project Management • Complex Project Management • Defence Studies • Business (MBA) • Psychology • Engineering • Mathematics • Contracting

For those who were unable to make the conference a selection of the presentations and videos will be made available to delegates and ICCPM members as soon as post production and approval processes are finalised. We will let you know as soon as this occurs.

• Law

Given this edition of CONNECT is all about diversity, it is interesting when we look at the speaker list; the diversity that was present across the 16 speakers.

• Social Psychology

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• Science • Communication • Organisational Behaviour • History • Information Technology

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ANNUAL CONFERENCE

SPEAKER LIST The speaker list was adjusted from the advertised program as follows: • Ms Yvonne Butler was replaced by Mr David Bryant (ACT Chapter President AIPM) • Mr Nick King (Airservices Australia) & AIRCDRE Mike Walkington (CASG) were replaced by Mr Ron Dempster (Airservices Australia) and WGCDR Terry Atkinson (CASG).

The following conference:

speakers

presented

at

the

• Jeffrey Wilcox - VP Engineering, Lockheed Martin (USA) • Kim Gillis - Deputy Secretary, Capability Acquisition and Sustainment Group (Australia) • Jeff Worley - Executive Practitioner, Worley Consultants (USA) • David Gordon – General Manager Engineering (CCSM Program), ASC (Australia) • David Bryant, ACT Chapter President, AIPM (Australia)

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

• Dr Alicia Aitken – Chief Project Officer, Telstra (Australia) • Tim Cummings – CEO, IACCM (UK/USA) • Bruce Armstrong - CEO, Aspen Medical (Australia) • Dr Jeannie Kahwajy - CEO, Effective Interactions (USA) • CDRE Michael Houghton - Director General Future Submarines, CASG (Australia) • Ron Dempster, Airservices Australia & WGCDR Terry Atkinson, CASG (Australia) • Dr Dan Powell – Practice Manager, Modelling and Analysis, AccessHQ (Australia) • Vip Vyas - Managing Director, Alchimie Asia (Hong Kong) • Jürgen Oschadleus – Director, Act Knowledge (Australia) • Mary McKinlay – VP Research & Awards, IPMA; Director, ICCPM (UK)

ICCPM CONNECT | 5

ANNUAL CONFERENCE

FANTASTIC SPEAKERS Here is a little taste of the Thought Leadership and wisdom that came from some of our fantastic speakers. Enjoy!

ICCPM is the only organisation that brings people from academia, practitioners, and corporations together to talk about complexity and complex systems. We do big, hard things that are really important. We do it because it’s necessary and we do it because it is fun.

When looking at some of the things that have historically gone wrong, communication is generally the issue. One area is not talking to or passing information to others. We need to focus heavily on building stronger connections between different areas internally with the business and then much broader throughout our immediate supply chain and even further into areas we have never been before. This is a way of harnessing innovation and creativity, sharing knowledge and growing.

Chris Jenkins (Thales) welcoming delegates to the Conference Dinner

Chris Smith (Boeing) speaking at the Welcome Reception

We choose to go to the moon in this decade and do these other things, not because they are easy, but because they are hard; because that goal will serve to organise and measure the best of our energies and skills.

John F. Kennedy 1962.

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BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ANNUAL CONFERENCE

The digital world is largely seamless at a personal level, we are comfortable with it, we use it, and in fact some of us can’t function without it. This is not the case at the work level where we still seem to operate in a disconnected and siloed way that fails to support the fast paced business that we are required to operate in. The new hires that we take on are more comfortable than we ever were with technology and are continually frustrated and bemused with our lack of ability to work in this age of connectivity. If we can harness the power of seamless interactions between functions we would automatically provide opportunity for innovation and creativity, digital transformation will be a way to achieve this.

The issue that we will face is that it causes us to need to be faster at processing and reacting to information.

We will no longer have the time to review and react to threats that previously developed over decades.

Threats now develop over hours and we need to be able to respond not just to react.

Jeff Worley speaking about Future Combat Systems

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

Leveraging complexity through a strong architecture to help think about complex systems issues including big data analytics can help preempt issues in the supply chain. We have enough data and experience to predict well enough what might happen. Data analytics are beginning to be used in the PM function to look at leading indicators for performance instead of always looking in the rear-view mirror.

Factory workers are no longer those who implement the solutions thought-up and designed by our highly educated engineers. We now have to make a fundamental mind shift in the way we approach problem solving. Innovation is now happening on the factory floor using low cost technology such as digital printers and holographic imaging, as opposed to spending millions on fully developed prototypes managed somewhere else by engineers.

We can now try things faster, fail often and it’s not costly. Dealing with complexity requires people to think, sense, respond or act, and we need to be capable and equipped to do this quickly - without this new skill we will fail.

ICCPM CONNECT | 7

ANNUAL CONFERENCE

CONFERENCE OUTCOMES PAPER

Key themes from the conference that will be covered in the conference outcomes paper due for release in 2016 include: • Never Compromise With Required Staff

• ENG and PM (it’s a polarity)

• Manage the Details

• Rich Pictures

• Lead With Courage

• Be cautiously optimistic

• Make Decisions

• Risk and Opportunity Management

• Never Keep Secrets (Can’t help if we don’t know)

• Language is an important thing

• Constructive Challenge • Challenge in a Safe Environment • Risk and Opportunity Management • Renew/Refresh/Reset the Project Team • Renew/Refresh/Reset the Governance Organisation • Work on the Project, not in the Project • Rules are for the guidance of Wise Men • Set the Vision, Establish the Culture, and then work to support the Team • Be Bold, INNOVATE • Find the Super Infectors – Everyone gets the disease

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• Key people exhibiting Complementary and Supplementary fit + Improved Team Effectiveness = PM Efficiency + Stakeholder Satisfaction + Business success • Design your project team to ensure

PMs suit the business

PMs suit the organisational culture

PMs suit the team

• Multi Agency Project achieved success through: Planning

Key stakeholder engagement

Collaboration

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ANNUAL CONFERENCE

SPONSORS To our sponsors once again, we can’t thank you enough. It is true to say that the event was so successful due to your unwavering support:

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM CONNECT | 9

NEWS

ICCPM ACADEMIC-IN-RESIDENCE ICCPM is very pleased to announce the appointment of Professor Stephane Tywoniak as the first ICCPM Academic-in-Residence. Prof Tywoniak is a highly regarded and experienced academic leader who brings with him a wealth of knowledge and professionalism to fill this exciting volunteer role as the ICCPM continues to develop internationally.

ICCPM MD/CEO Deborah Hein said, “I am extremely pleased and humbled that Professor Tywoniak has agreed to take up the challenge as the first ICCPM Academic-in-residence. He is well regarded by his peers, and has been a strong supporter and influencer in the field of complexity and managing complex projects and programmes.

Professor Tywoniak will be a valuable asset to ICCPM”.

Professor Tywoniak said, “I am honoured to be taking on the role of the first ICCPM Academic-inResidence. It will mean a closer association with ICCPM, networking opportunities throughout the international academic community, and I hope to play a fundamental role in evolving research into complexity and managing complex programmes. I am very excited to be the focal point for ICCPM in the research community”.

Stephane Tywoniak currently works in academia as a Professor at Groupe Sup de Co La Rochelle in La Rochelle France where he specialises in Project Management and Entrepreneurship. He is an Adjunct Professor, Telfer School of Management (visiting Professor), Ottawa, Canada supporting the introduction of the Executive MBA (CPL); and an Adjunct Professor (Visiting Professor) at the Queensland University of Technology, Brisbane, Australia.

The ICCPM Academic-in-Residence can be contacted via email at academic@iccpm.com

The role of ICCPM Academic-in-Residence is to act as the single point of contact for academics worldwide wishing to engage with ICCPM on research. Prof Tywoniak will monitor the advancement of research into managing complexity and complex projects that is occurring internationally and support the translation of that research into practical use for practitioners. He will have a significant role in fostering collaborative relationships with the academic community, and provide updates on progress and issues to ICCPM Partners and members on a regular basis.

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BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

NEWS

ALICIA AITKEN APPOINTED TO BOARD Complexity Diagnostic fffggg

The ICCPM Board of Directors has voted to appoint Dr Alicia Aitken to a non-executive Director position, filling the vacancy left by Kim Gillis. Alicia will hold office until the next Annual General meeting where she will be eligible for re-election.

ICCPM MD/CEO Deborah Hein said, “Coming from a non-defence industry background, Alicia will further increase the diversity of the board and bring a new and different perspective which is fantastic. I look forward to working with Alicia on the Board”.

Alicia Aitken said, “I’m honoured to be appointed to this distinguished group. The management of complex projects can be a challenge for many organisations and I am looking forward to making my contribution to supporting these organisations and their project managers to deliver world class projects across the industry.”

The ICCPM Board of Directors is made up of a Chair, Deputy Chair, MD/CEO and up to six NonExecutive Directors and is ultimately responsible for the strategic direction of the organisation.

For further information, please contact ICCPM on admin@iccpm.com or 02 6120 5110

Dr Alicia Aitken is Telstra’s Chief Project Officer, responsible for ensuring successful project delivery across the capital investment programme. Alicia has worked extensively with organisations across the globe to assess and develop their organisational project management capability.

Prior to her role at Telstra Alicia held the position of CEO, Human Systems International now a PMI owned company. Her experience ranges through several industries including Telecommunications, Banking & Finance, Defence & Aerospace, Pharmaceutical, Engineering & Construction, Mining, Oil & Gas and Government.

Alicia is actively involved in several industry groups and peak bodies. Alicia holds a PhD in project management and psychology with a particular focus on how project managers cope with stress. Alicia is a regular keynote speaker at conferences around the world and contributes to academic programs at universities in both Australia and Europe.

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

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ICCPM CONNECT | 11

ARTICLES

Diversity and Complexity A Reflection

By Boyd McCarron Boyd is a Fellow of the AIPM and an AIPM Certified Practicing Project Director. He is a Senior Executive at Cordelta, a professional services company based in Canberra, where he is also Cordelta’s Project Management Practice Lead. Boyd’s professional career spans more than 25 years and includes management roles at project and program level and in project and corporate PMOs within large government and private sector organisations. Boyd has led and co-authored independent submissions to the Gershon Review and the Advisory Group on Reform of Australian Government Administration; arguing that project management is integral to Australian Public Service (APS) workforce capability and critical to APS reform. Boyd is a strong advocate of project management methods and principles as a modern management practice and a key enabler of organisational capability.

I recently walked 800km across the north of Spain as part of life-long quest to complete the Camino de Compostela. When you walk the Camino you meet people from all over the world and from all walks of life. I met two project managers. Stay with me. It’s not as boring as might think.

I met a SAP-specialist ICT project manager in his late 50s from South Africa and a Hungarian lady in her early 40s who is a business simplification project manager. Both were experienced project managers working for large multi-national companies. Not surprisingly, once we had identified our shared background, the conversation very quickly became professional, which seemed a little out of place given the activity we were undertaking.

Anyway, …it was clear their technical qualifications and training was high and quite recognisable – PRINCE2, MSP, PMP, ITIL, LEAN, 6SIGMA, etc. I instantly noted how this made conversation easier using the language of project management, albeit with a small English language barrier, and although it shouldn’t have, what surprised me was the way they talked about their project management challenges. In spite of the cultural differences, the vast economic and geographical differences their project management problems were identical to my own experience …and to many others I would say. Both project managers talked about the challenges of dealing with people!

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I was so self-aware of my surprise reaction to this observation, that I found myself contemplating why I reacted this way, and I kept thinking about it long after we had parted company. Here’s what I came up with - and remember, you have plenty of time to think when you’re walking across the Spanish meseta by yourself for large amounts of time.

In any project, in any organisation, of any size, it’s the people that make or break a project – no matter how simple or complex. No surprises there, you might say. But consider this, project managers are taught how to manage “stakeholders” not “people”. When you think about how prolific project management is today, there aren’t enough project managers who are naturally good with people to go around. What’s more, it actually requires the cooperation, collaboration and concerted effort of others to make a group of people effective and for a project team to reach its full potential. So why aren’t we doing more to develop our human interaction skills? It’s part of child development, but its gets lost as we become adults.

Think diversity.

Think complexity.

Whether it’s solving climate change, a United Nations multinational programme for inclusive and sustainable growth or an IT project in your own organisation involving the business area and the BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ARTICLES

I recently attended an AIPM presentation on project case studies - Successes and Failures. I saw a similar theme. Once again, the most common reason given for project success was “the people”.

And the most common reason given for project failure was “the people”. I’m sure you can see how that works.

Boyd walking across the Meseta - the central Spanish tableland, which intersects the Camino Frances between Burgos and Astorga.

“IT guys”, people and their inherent diversity, make projects challenging and complex. Therefore, conversely it’s the people that can make it successful.

By way of simple example, in my own experience, I’ve found what I call “good customers” – the person sponsoring a project, can contribute significantly to project success – simply by working with (not against) the project manager and their team. In spite of the investment in project management knowledge, methods, frameworks etc, so many organisations have executives who still do not understand how to enable and empower projects. With so many organisations struggling to afford full time project resources, diversity and complexity gets even more challenging because project managers can find themselves as a one-person team, relying on resources who also have a “day job”.

When diversity lacks symmetry, complexity increases and so does risk. Take climate change for example. A complex scientific issue in its own right, but made more complex by the diversity of cultures, geography, political governments and economic and commercial interests. You’re not going to solve this one through good ol’ fashioned stakeholder management. Something or some event is required to unite nations and people to have something in common that brings symmetry to the climate change effort and collectively, solve a very complex problem.

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

Successful projects inherently involve a unification of people. Be it within the project team, within the broader organisation or even across organisations, countries and continents. Anything that diffuses barriers, political agenda and unites people by a common goal or interest, will smooth away diversity and reduce complexity.

So what does diversity mean to you? The concept of diversity encompasses acceptance and respect.

It means understanding that each individual is unique, and recognising our individual differences.

These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. It is the exploration of these differences in a cooperative, safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual. If you can master this, you will go a long way towards being the kind of people person who can lead and manage successful projects.

One final word on complexity. For any given project manager on any given project, complexity will always be relative to their own experience and the scope and nature of the project. Workforce diversity will always be a key factor in managing complexity.

“In any project, in any organisation, of any size, it’s the people that make or break a project - no matter how simple or complex.”

ICCPM CONNECT | 13

ARTICLES

The Diversity Dilemma

Tick Box Exercise or Intentional Change Driver – The Choice is Yours

By Deborah Hein

The Workforce Diversity Network states on their website: Diversity is important to your business.

Whether you represent a multinational global corporation or a major university, making a commitment to diversity initiatives can help you: a. Recruit and retain top talent and b. Maintain a competitive advantage in the marketplace We know that diversity is a good thing and we accept that we should all strive to apply the principles of diversity to ensure we have the right mix of people to maximise productivity, generate creativity, create innovative solutions, and help us to manage complexity. So why is it that in many executive teams they get it wrong so often, fail to act on advice provided and then are surprised when they continue to deliver poor outcomes?

The cost of box ticking around diversity in organisations these days must be impacting taxpayers and shareholders significantly. Not only in lost revenue, lost productivity, reputational damage but also in lost opportunity. As a society and as a generation we have been led to believe (there is a myriad of academic literature that supports the notion) that the more diverse our workforce the more able we are to harness creativity, innovation and find solutions to complex problems.

The interesting thing however is that you can have the most diverse organisation on the planet by diversity category and yet generate no creativity, no innovation, no change, disgruntled and frustrated employees and never meet the intent of any strategic objectives.

How can that be, if you have ticked all the diversity boxes?

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The answer is quite simple: 1. If people are not allowed, or enabled to capitalise on their uniqueness, diversity means nothing.

2. If executives get all the best advice in the world on how to change an organisation to take full advantage of the diversity they already have at their disposal, and then do the exact same thing as they always do, diversity means nothing.

3. If we recruit from all of the diversity categories but target the same way of thinking, diversity means nothing.

4. If we continue to elevate people into leadership positions in organisations based on the premise that they might do things differently once they get there (they might diversify their thinking), and when they don’t we allow them to stay, diversity means nothing.

5. If we create strategies that result in perverse outcomes to achieve diversity targets, diversity means nothing. (see the thought provoking example on the next page)

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ARTICLES

A definition of diversity that is useful in this discussion is that it is a concept that encompasses acceptance and respect. It means understanding that each individual is unique, and recognising our individual differences. These are most often along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies. All of these are valid categories for “type” of diversity and some of them we find very easy to gather the data – gender for example is very easy, as is age, the others are not so easy.

If we look closely at organisations both public and private and try to understand what they currently measure in terms of diversity we can, as a general rule, find that most measure the following as part of their HR reporting frameworks: • Number of women/number of women in executive positions in comparison to men; • Number of employees from different cultural backgrounds (less often expended to numbers in executive positions); • Age; • Academic qualifications; • Number of employees with a disability; • Number of “First Peoples” (Aboriginal/ Torres Straight Islanders /Maori/Native American etc) depending on the country; and • Race (in some countries).

Thought Provoking Example: An Executive makes the decision on a strategy to reach their diversity goals in relation to increasing the number of women in the organisation. They mandate that all recruitment processes regardless of role or level must include 50% women in the shortlist to interview. You receive 10 applicants and have determined a short list of 4 will suffice for interview. You have received 6 male applicants and 4 four female applicants, the merit process places all applicants in a specific order based on the selection criteria, the 6 men come 1-6 the women 7-10.

Applying the diversity strategy you now have to interview two men and two women, places 1 and 2 and places 7 and 8. The consequences of the application of the strategy are: • While the aim is to achieve inclusion the unintended consequence is the risk of excluding the best person for the job. To some degree reverse discrimination could be argued.

•

The impact on the two women - they are led to believe that they are in fact more highly rated in a merit selection process than they should be; unfairly elevating their expectations of themselves, creating false market value of their capabilities.

•

The impact on the 4 men who missed out - one of them may well have been the best person for the role but have been denied the opportunity (places 3 and 4 on the original shortlist).

•

The impact on the organisation – if the order remains the same (1&2 men, 3&4 women) and the first two candidates become unavailable to recruit instead of employing the 3rd best candidate you are actually employing the 7th best candidate of the original applicants.

•

If by chance one of the women ends up the most suitable candidate after interview, it would suggest a significant flaw in the organisations recruitment system, and alarm bells should ring. How many other processes have been flawed?

•

The impact on the recruitment panel can be an over emphasis on selecting a woman for the role, when what they should be concerned about it is selecting the best person with the best capability for the role.

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ICCPM CONNECT | 15

ARTICLES

So what are we really trying to achieve?

If we agree with the ASUO Multicultural Advocate at the University of Oregon that the application of diversity is the exploration of differences in a safe, positive, and nurturing environment and that understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual, then categories of diversity have no bearing. What we are looking for is to establish the need to value people.

We must learn to value people who are different from us, think differently to us, challenge us, disrupt our existing patterns of behaviour, can see the faults and flaws in our systems, can help see, design and develop solutions to problems we haven’t yet recognised. We seek diversity of thought, not diversity by category.

We need to stop simply shuffling the deck chairs.

Get rid of the chairs, embrace diversity of individuals and see what happens. It won’t surprise some of you, it will scare others, and it does take courage.

Your people will thank you, the shareholders and tax payers will thank you and the world will thank you.

RiskIQ helps leaders create truly resilient and dynamic organisations through applied systems thinking

RISKIQ – PERFORMANCE IN COMPLEXITY www.riskiq.com.au info@riskiq.com.au +61 7 3325 4110

| ICCPM CONNECT RiskIQ16 is an Australian based international consultancy that enables leaders and their organisations to flourish in the face of complexity and uncertainty.

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

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ICCPM 2016 Roundtable Series

Contracting for Success in Complex Projects ICCPM’s research and innovation strategy is intended to examine the nature of complexity in projects and facilitate the adoption of new and emerging knowledge and practice by individuals and organizations.

Building on our soon to be released White Paper produced through Research Project 3 that explored best practice contracting in complex projects. This includes investigation of critical success factors of not just the contract itself but also the acquisition and sustainment strategies as a whole.

Whilst there are many success factors associated with complex projects, the following recurring themes were identified as crucial to project success: • Clearly defined and shared project goals and vision, • Suitable Relationship/behavioural management, • Prudent risk management and equitable risk allocation, • An acquisition and sustainment strategy suited to the project at hand, • A robust project management and systems engineering framework, and • Leadership and competencies of the team.

Though not exhaustive, these characteristics are most prolific in the complex project literature as key success factors.

The roundtable series will further explore these project success factors and investigate models, methods and tools to change our existing contracting paradigm. Watch this space for dates and locations.

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ARTICLES

Managerial Approaches For Countering Aggressive Complexity

By Matthew Owens

After commissioning in the United States Air Force Matthew Owens acquired three thousand hours as a nuclear security and high-risk response incident commander. While in the Pacific region, he participated in various areas of contingency planning including the integration of ISR platforms into air base defense, non-combatant evacuations, and deployment logistics. During his tenure he has had the opportunity to lead multi-national teams in a variety of European and Asian cultures. His formal education includes an undergraduate degree, Magna Cum Laude, from the University of Alabama, and a Master of Project Leadership degree from the University of Sydney.

Department of Defense Disclaimer This submission discusses the topic of military management. The author has written it in accordance with the Uniform Code of Military Justice, Department of Defense Directive 5500.7-R, Joint Ethics Regulation, and Department of Defense Directive 1344.10, Political Activities by Members of the Armed Forces, and does not intend to present any partisan endorsements. Furthermore, this submission is intended to create discourse about the subject of management, and is not intended to cause sedition, or subvert or discredit the Department of Defense and the personnel therein. The opinions, conclusions and recommendations presented herein are those of the author and do not necessarily reflect those of the Department of Defense.

1. Aggressive Complexity At the current time, no consensus definition of complexity exists within the field of project management. Indeed, rarely is complexity even explicitly defined (Crawford, 2010).

Despite this, certain industry bodies have characterized complexity and its causations. When comparing characterizations presented by the International Centre for Complex Project Management (ICCPM) and the Project Management Institute (PMI) causalities of complexity can be deduced to human interaction, uncertainty, and system dynamics (ICCPM & DMO, 2012; PMI, 2014).

An opportunity exists for the industry to expand its understanding of complexity by examining the manifestation of complexity in various fields.

Subsequently, examining methods for countering

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different manifestations of complexity should be adapted for use within the industry. With this in mind, military management in the operational environment deserves such analysis.

In Field Manual 5-0, The Operations Process, the U.S. Army characterizes operational complexity with the following description: “Army forces conduct full spectrum operations within operational environments characterized by complexity, uncertainty, and continuous change.

In operations, commanders face thinking and adaptive enemies, changing civilian perceptions and differing agendas of various organizations in an operational area. Commanders can never predict with certainty how enemies or civilians will act and react or how events may develop,�

(U.S. Army, 2010, p. vi).

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Elements such as international law, climate, disease, cooperation and neutrality, and sea and atmospheric weather patterns are just a sampling of the contributing factors that make up complexity in the operational environment (Anderson, 1995). Of course, there is also the enormous social complexity derived from having to motivate individuals to achieve a common goal despite the potential of maiming or death.

The author would contend, however that there is another form of complexity seldom seen outside the operational environment: aggressive complexity.

By utilizing French’s (2013) application of the Cynefin Framework as a sense making model, one can categorize the simple, complicated, complex, and chaotic spaces as being “passive” in that the complexities encountered are most often reactive outputs generated by various inputs. Complexity of aggression, however, is both reactive and proactive.

To further understand this characteristic, imagine that an element within a project is a self-aware, self-organizing system actively trying to capitalize on other contributors to complexity to mutate the project environment and ultimately eliminate the project manager’s ability to achieve project goals through the attrition of personnel and resources. Obviously, within the realm of military operations, aggressive complexity is presented by the interaction of hostile forces. Again, the primary distinguisher between passive and aggressive complexity is that in aggressive complexity systems are self-aware, reactive, and proactive.

2. Command Philosophy The existence of aggressive complexity on the battlefield creates implications for management, most notably because of the rapidity with which the environment changes. For this reason, successful operational management is dependent upon decentralized decision-making. The advantage to decentralized decision-making is that it reduces the amount of certainty and time required to make decisions (USMC, 1998). In order to understand the implementation of decentralized decision-making, consider the mission command philosophy: “Mission command is the conduct of military operations through decentralized execution based on mission orders. Successful mission command demands that subordinate leaders at all echelons exercise disciplined initiative, acting aggressively and independently to accomplish the mission within the commander’s intent,” (U.S. Army, 2010, pp. 1-8).

The key to successful decentralized decisionmaking lies in fostering unity of purpose through the creation and communication of a commander’s intent. Commander’s intent can be described as the effect a commander wishes to create as a result of an operation. It allows subordinates the flexibility to change plans rapidly with the environment they operate in. It also embeds systems thinking in subordinates, as a preoccupation with creating a certain effect forces one to evaluate how different decisions can influence system components to realize that effect.

3. Parallel Planning

“... organizations must identify personnel with the most potential for successful decision-making and invest in those personnel to further develop their abilities.”

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

An important methodology for successful decentralized decision-making is the parallel planning process (Figure 1) (U.S. Army, 2010, pp.

C-2). Parallel planning is a nearly simultaneous planning practice that reduces the amount of time required to construct mission templates, making it ideal in a rapidly evolving environment. It also encourages collaboration between echelons, which reduces the likelihood of oversight by fully developing the requirements for execution at each level.

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Figure 1: Parallel Planning Model Parallel planning begins when a commander generates his or her intent. Managers at the first subordinate echelon of command then translate that intent into mission objectives to create warning orders (WARNOs).

WARNOs are immediately transmitted through the chain to the lowest echelon of command to provide all echelons with the most ample planning time available. As the environment changes and new information becomes available, WARNOs are amended and disseminated. Though echelons have to amend plans after updated WARNOs are published, the change is usually incremental; this allows subordinate echelons to continue dedicating more time toward preparation before the finalized mission template, or operations order (OPORD), is published.

structure, the individuals entrusted with the autonomy and authority to make decisions must be competent. Therefore, organizations must identify personnel with the most potential for successful decision-making and invest in those personnel to further develop their abilities.

4. Managerial Implications of Decentralized Decision-Making

To help illustrate this point, consider that, depending on commissioning source (U.S. Military Academy, Reserve Officer Training Corps Scholarship, or Officer Candidate School), the U.S. Army spends between $200,00 and $300,000 to train each officer (Wardynski, Lyle, & Colarusso, 2010). These figures do not include the additional cost of military occupation and tertiary trainings like Airborne, Ranger, and Air Assault schools. Clearly, too strong an emphasis cannot be placed on personnel development in a decentralized decision-making structure.

Two notable implications arise from employing a decentralized decision-making framework: the importance of leadership development and the necessity of subordinate protection. It should be no surprise that if an organization wishes to be successful in a decentralized decision-making

The second managerial implication is what the author refers to as the “umbrella role.� If higher echelons of command are going to entrust lower echelons with the autonomy and authority to make decisions, then higher echelons must be willing to accept risks and shield subordinates

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from any negative repercussions that may result from unsuccessful decisions. This idea opposes the traditional thought process of “reaping what one sows;” however, exposure to repercussions stifles individual willingness to take risks and make decisions, and such an effect is detrimental to success in a decentralized model.

Goldsmith (2010) asserts that empowering subordinates requires the leader to create a favorable working environment, which, as an umbrella protects its wielder against the rain, should include managerial protection of subordinates against reprisals. Obviously, there must be a balance between protection and accountability as well as a limit to one’s protective coverage.

5. Conclusion Aggressive complexity manifests from the existence of self-aware, reactive, and proactive elements within a project environment. Its presence mutates the environment so rapidly that successful management within that environment relies upon a decentralized decision-making model based upon a leader’s intent. Parallel planning helps facilitate decentralized decision-making by encouraging collaboration as well as reducing the time required to prepare and the likelihood of oversight in preparation. Finally, leaders must heavily invest in subordinate managers competency development and fulfill the umbrella role to successfully implement a decentralized structure.

In the author’s application of the umbrella role, that limit was exceeded when decisions were illegal, immoral, or unethical. The principle, however, is fundamental to success; if a commander asks a subordinate make decisions in realms of uncertainty, that commander must be willing to shield the subordinate from repercussions.

ICCPM Digital Gateway

The Digital Gateway is a one-stop-shop for the most up-to-date resources for anyone involved in complex projects and programs Anywhere access: handheld device responsive (iPad, iPhone, Android) BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

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Key categories: Complexity in Project Management, Delivery Leadership, Collaboration, Benefit Realisation, Culture, Communication and Relationships, Sustainability and Education

ARTICLES

Diversity in Complex Projects A Jesters Role?

By Capt Mark Remmers, RANR Mark Remmers has over 31 years experience as a Naval officer overlapped with more than 20 years experience in project acquisition and sustainment He has been the Project Director for Active Missile Decoy (Nulka) - developing the decoy fire control system and the Program Director for AIR 9000 Multi Role Helicopter (MRH) – achieving on time in-service date and acquisition, sustainment and training contracts valued in excess of $4.1B. Mark managed a project of concern - JP2070 Light Weight Torpedo (Djimindi) and became the Director Navy Guided Weapons System Program Office including Djimindi’s successful introduction into service. He has completed a Masters in Business Administration, a degree in Complex Project Management and is currently a serving Navy Reserve Officer as the SEA 5000 Future Frigate Operations Requirement Manager in the Capability Development Group. Mark is a Fellow of the Australian Association of Procurement and Contract Management and a member of the Australian Institute of Project Managers as a Certified Practicing Project Director.

By playing the fool a court jester not only entertained but was able to provide indirect feedback to royalty about issues and test a monarch’s decisions without impugning their absolute authority. The apparent insanity of a jester did not challenge the absolute power and obvious sanity of a monarch who else, under pain of death, would question the monarch?

While some project managers would prefer to reign unquestioningly supreme in their projects the application of a jester like model can be invaluable in testing the sanity of decisions or proposing alternative solutions without questioning the Project Manager’s leadership. Much as the jester tested the validity of a monarch’s decisions, diversity in complex projects can provide invaluable feedback, confirming decisions or providing a source of alternatives to the project manager.

However, I am not proposing that diversity is the same as a jester, nor should people play the fool as there is little enough time to get work done without this kind of distraction.

The spectrum of diversity extends across culture, experience, age and youth to gender, personality, psychometric profile, qualification and race, to list a few.

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A court jester was able to test a monarch’s decisions without impugning their absolute authority.

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Literature and experience supports the premise that an organisation which values and encourages diversity realises many benefits including elevating project groups into high performing teams better able to manage complex projects in an increasingly complex environment. However, diversity does not happen by accident and differences need to be encouraged, nurtured and respected.

The project manager must not perceive the products of diversity as criticism, to do so will stifle innovation and a willingness to contribute. When appropriately delivered and humbly accepted, diversity in a complex project will not question authority but rather provide profound insights and an environment where an enthusiastic project team contributes to the common good.

“By having people from different backgrounds, different skill sets and with different levels of experience, with a willingness to question and propose alternatives or even out of the box solutions, the project manager is tapping into a rich source of innovative solutions.”

At its most basic a jester should tell you that you have no clothes. A diverse team will not only prevent the project manager from feeling exposed or uncertain in their decision making and leadership but accepting the differences diversity offers will result in a project team motivated by recognition of their contribution and better outcomes. If you do not invest in diversity, value the differences it brings and show a little humility in accepting any consequent change you may as well go find a good jester.

The benefits realisation in diversity is a wealth of alternative ideas, new perspectives, assumption busting proposals, and different lenses through which problems can be viewed and solved.

When a project manager combines diversity with a sense of humility and acceptance of change, diversity in a project can fill the role of the jester, but the Project Manager still remains in control.

By having people from different backgrounds, different skill sets and with different levels of experience, with a willingness to question and propose alternatives or even out of the box solutions, the project manager is tapping into a rich source of innovative solutions.

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

“...an organisation which values and encourages diversity realises many benefits including elevating project groups into high perforaming tams better able to manage complexc projects in an increasingly complex environment.”

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ICCPM NETWORK

ICCPM BOARD PROFILE Harry Bradford - Board Chair Although approaching his 7th decade and clean-shaven Harry asserts his status as a fully qualified ‘grey-beard’.

Career highlights include RAAF stints as combat pilot, test pilot and flight instructor; establishing the largest and most successful airline pilot training college in the Southern Hemisphere, running all global training operations for BAE Systems, and before retirement in 2012, variously establishing and running the company’s Aerospace business, performing the role of Chief Operating Officer and the last job with BAE Systems involved running the Maritime business – with responsibility for AWD, LHD and Nulka contracts.

Harry has been directly involved in plenty of high scale and highly complex programs. Some have been good but many have been very challenging. Harry’s favourite take-away is that ‘it is always about the people and everything is connected’.

More than anything else now, Harry enjoys helping young program leaders avoid the mistakes he has made during his long and challenging career and sees ICCPM as the perfect vehicle for this purpose.

ICCPM BOARD CHANGES FOR 2015 Chris Jenkins has been Chair of the Board for the past six years, which is the maximum consecutive term for the Chair. Chris has seen ICCPM and the board through many changes during his term.

The Board would like to take this opportunity to thank Chris for his significant contribution to the growth in national and international credibility of ICCPM over the 6 years of his Chairmanship, and for his steady hand on the tiller through some turbulent events. Chris will remain a Director on the board.

Harry Bradford has been elected Chair.

Alicia Aitken has been appointed to the board.

The ICCPM Board of Directors is made up of a Chair, Deputy Chair, MD/CEO and up to six Non-Executive Directors. The current board of Directors are as follows: Chair: Harry Bradford Deputy Chair: Simon Henley MD/CEO: Deborah Hein Non-Executive Directors: Alicia Aitken, Chris Deeble, Julie Dunlap, Chris Jenkins, and Mary McKinlay

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ICCPM NETWORK

ICCPM FELLOWS The ICCPM Fellows Program recognises individual excellence in managing complex projects.

ICCPM Fellows are recognised as highly credible and successful Program Managers with a proven track record in the field of Complexity in Project Management. They are opinion leaders in the field of managing complex projects across all sectors and have extensive networks of influential thinkers.

Fellows are identified by their peers as a professional program manager who is held in the highest regard in the project management community. Their personal involvement in some of the most complex projects and programs in the world provides demonstrable evidence of meeting all the criteria to be invited to become a Fellow of ICCPM. Fellows can only be nominated by existing Fellows or ICCPM Directors and are assessed by the ICCPM Board as being suitable or otherwise.

The following is a list of current ICCPM Fellows. More information is available on the ICCPM website and we will profile individual Fellows in future editions of the CONNECT Magazine.

2012 Inaugural Fellows

2015 Appointed Fellows

Tom Burbage (USA)

Tim Banfield (UK)

Peter Fielder (UK) Edward Geisler (USA) Kim Gillis (Australia)

Harry Bradford (Australia) Chris Deeble (Australia) Julie Dunlap (USA) Tony Fraser (Australia)

Simon Henley (UK)

Raydon Gates (Australia)

Paul Hoff (USA)

Tony Graham (UK)

Ian Mack (Canada) Al Volpe (USA)

Chris Jenkins (Australia) Jim McDowell (Australia) Mary McKinlay (UK)

Jeff Worley (USA)

Jude Olson (USA) Genevieve O’Sullivan (Canada)

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ICCPM NETWORK

AROUND THE NETWORK Howard Duhon, P.E. – Systems Engineering Manager and a principal of Gibson Applied Techology and Engineering, Inc (GATE) in Houston Texas.

Howard Duhon has over 40 years of experience in the Petrochemical and Oil and Gas industries.

GATE is an engineering consulting firm in the oil and gas industry focused on deepwater projects. Deepwater projects are among the most complex projects on the planet. And most of them fail on capital cost, and/or on schedule and and/or on performance. Howard has BS Chemical Engineering degree from University of Louisiana at Lafayette. For most of his career he worked in process design and project management roles for topsides (the fluid processing part) of oil development projects.

For the past 15 years his work has been systems-focused, managing the interfaces between project teams.

His interest in complexity is about a year old. It started with a focus on project failure in the industry and that focus lead to a study of complexity science, and that study led to his current confidence that managing complexity (whatever that means) is the key to success at deepwater project execution.

Throughout his career he has had a particular interest in the study of decision theory and in the application of that knowledge to improve project execution.

In 2013 he was named to the Board of Directors of the Society of Petroleum Engineers (SPE) as the Projects, Facilities and Construction Technical Director.

MEMBERSHIP Welcome to our new members: Darien Smith Peter Ho Chris Middleton Department of Defence, Australia Department of Defence, Australia Department of Defence, Australia Steven Varga Dominique Murphy Simon Welsh Department of Defence, Australia Department of Defence, Australia Department of Defence, Australia Traci-Ann Byrnes Tony Ross Mark Remmers Department of Defence, Australia Department of Defence, Australia Department of Defence, Australia Luke Brown Glenn Doherty Laurie Bode Department of Defence, Australia Department of Defence, Australia CASG, Australia Ian Gibney Beverley Kerr Malcolm Dunn BAE Systems, Australia Department of Defence, Australia Strategic Agility Pty Ltd, Australia Jonathan Toze Kendell Kuczma Rob Lorenzutti Department of Defence, Australia Department of Defence, Australia Univeristy of Adelaide, Australia

We will be profiling members of the ICCPM network in this space; if you would like to appear or suggest someone for a profile in a future edition please get in touch.

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ICCPM NETWORK

AROUND THE NETWORK Mr Kumaran Murugan is the proud recipient of the Secretary of Defence Fellowship 2015.

Mr Kumaran Murugan is the proud recipient of the Secretary of Defence Fellowship 2015. Kumaran is basically an engineer and a portfolio and IT service management professional currently working as a Deputy Director, in the Department of Defence. Kumaran has spent over 14 years in the field of engineering, construction, project, portfolio and ICT management.

Kumaran believes in life-long learning and he is currently pursuing a Higher Research Doctoral Degree (PhD) in Strategy, Portfolio and Knowledge Management at the University of New South Wales, Australian Defence Force Academy (ADFA) campus, Canberra, fully supported by fellowship.

His research area encompasses Strategic Management, Organisational Studies, Portfolio, Programme and Project Management and Knowledge Management, supported by four major programs (CASG, CIOG, DSRG and CDG) within the Department of Defence. Kumaran research will identify how organisation structures are differentiated, how that creates boundaries and barriers among the groups and divisions and evaluate how the isolated groups and divisions structure of the organisation creates an uncoordinated and non-collaborative culture that affects the overall strategic goals of the organisation.

His research study will provide a view of how the portfolio approach, aligned with strategy can integrate work activities and address/improve the isolated and uncoordinated areas, groups and divisions, via a knowledge management process for effective strategy implementation.

BENEFITS OF MEMBERSHIP Monthly Member Bulletin

Member events

Early notification of ICCPM events

Access to the Digital Gateway

Discounts on ICCPM courses and events

Networking opportunities

Access to research, communications and information reserved for ICCPM members Opportunity to contribute to the ICCPM eBook series Access to free books (in exchange for a book review)

Access to the online Member Forum to interact with other members Gower 25% discount on specialist business and managment books and resources

Opportunity to contribute to ICCPM sponsored research

How to join ICCPM Visit iccpm.com/register and follow the links to register as either an Individual Member (open to everyone) or a Partner Employee (open to employees of our partners).

If you are a Partner Employee and need your Corporate Code please contact us.

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

ICCPM CONNECT | 27

ICCPM NETWORK

x

ICCPM would like to thank our Board, Partners, Members and CONNECT Readers for their support throughout the year. We wish you and your families a safe and happy holiday period and we look forward to connecting with you in 2016.

Deb, Diane and Cathy

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LINKS & EVENTS

FOOD FOR THOUGHT Creative Thinking Saves The Day A lady takes her pet chihuahua with her on a safari holiday. Wandering too far one day the chihuahua gets lost in the bush, and soon encounters a very hungry looking leopard. The chihuahua realises he’s in trouble, but, noticing some fresh bones on the ground, he settles down to chew on them, with his back to the big cat. As the leopard is about to leap, the chihuahua smacks his lips and exclaims loudly, “Boy, that was one delicious leopard. I wonder if there are any more around here.” The leopard stops mid-stride, and slinks away into the trees. “Phew,” says the leopard, “that was close - that evil little dog nearly had me.”

A monkey nearby sees everything and thinks he’ll win a favour by putting the stupid leopard straight. The chihuahua sees the monkey go after the leopard, and guesses he might be up to no good. When the leopard hears the monkey’s story he feels angry at being made a fool, and offers the monkey a ride back to see him exact his revenge. The little dog sees them approaching and fears the worse. Thinking quickly, the little dog turns his back, pretends not to notice them, and when the pair are within earshot says aloud, “Now where’s that monkey got to? I sent him ages ago to bring me another leopard!

The untapped genius that could change science for the better Ted Talks - Jedidan Isler

Why gender equality is good for everyone men included Ted Talks - Michael Kimmel

Is ethics a body of knowledge?

Linda Fisher Thornton

Diving into vulnerability Positive Psychology News Daily

Homaira Kabir 5 more reasons to pay attention to trust Linda Fisher Thornton Leadership development methods and tips Businessballs Being thankful is a virtue Linda Fisher Thornton

Cialdini’s six principles of influence Changing Minds

Thinking outside the square is rare Leadership HQ Magazine

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

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LINKS & EVENTS

Do you have something to say about complexity, projects, programs, people, or research?

If you would like to be included in future editions of CONNECT, contact us with your suggestions and abstracts.

CONNECT is published quarterly in March, June, September and December.

Deadline for submissions is the 1st of each publishing month. admin@iccpm.com

If you would like to sign up to receive future editions of CONNECT, please visit iccpm.com

CALENDAR Christmas Shutdown Period 7 - 10 December 2015 6th National Public Sector Women in Leadership Summit 2015 Canberra, Australia 4 - 5 February 2016 Associations Forum’s 11th Annual CEO & Chair Symposium Queensland, Australia

Please note that ICCPM will be closed from Monday 21 December and will re-open for

21 April 2016 APM Project Management Conference London, UK

business Monday 4 January 2016.

9 - 11 May 2016 IACCM EMEA Conference Rome, Italy

admin@iccpm.com

For urgent support please email

16 - 19 October AIPM Conference Sydney, Australia 30 | ICCPM CONNECT

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PARTNERS

ICCPM also recognises the support of the following organisations: AIPM APM APM Group ARPI CSIRO DAU Gower Publishing University of Hull

Hudson IACCM IPMA MinterEllison The PM Channel SEGroup SKEMA

BUILDING CAPABILITY IN COMPLEX ENVIRONMENTS

In the March edition...

• International Roundtable Series • Academic-in-Residence • Book Reviews • Fellows Profile • Member Profiles and much more!

ICCPM CONNECT | 31

Keep connected to ICCPM through iccpm.com, find us on Twitter (@ICCPM) and participate in the LinkedIn discussion group.