Why Striving for a One-Size-Fits-All Project Management Model in Your Organization is Fundamentally Wrong

Contrary to what most quality processes and project management books would suggest, you can’t afford to have a one-size-fits-all project management model in your organization, if you tackle at the same time simple and complex projects.

Designing your organizational structure

In the White Paper 2012-02, a sequel to the White Paper 2012-01 “Why You Can’t just Scale Up from Small, Simple to Large, Complex projects”, we examine the impact of this statement on the project management organization.

It basically boils down to one observation: small, simple projects and large, complex projects do not follow the same business model. And when you have two different business models you need to separate them in two different business units if you want to run both of them in a focused and effective manner.

Read White Paper 2012-02, “Why Striving for a One-Size-Fits-All Project Management Model in Your Organization is Fundamentally Wrong“. A ground-breaking paper that might lead you envisage your organization differently!

Why you can’t Just Scale Up Your Way from Small, Simple to Large, Complex Projects

In this post we’ll go in a bit more detail in the contents of our White Paper 2012-01. Many leaders of organizations that have been successful running small, simple projects believe that tackling large, complex projects is only a question of scaling. Problem: it is just not true. And this explains why so many project-oriented organizations fail to grow, or fail altogether.

Complexity is defined by the fact that a large number of interdependent contributors each follow their own aim and interests. When complex systems include a large number of inter- dependency, their outcome is not predictable beyond a certain time frame, exactly like weather.

Project Manager running after time

The logic, the mindset of managing large, complex projects has to be very different from managing smaller projects. The project managers’ experience also needs to be fundamentally different. Yet many organizations try to manage complex projects with a mindset of small project and they fail miserably.

Discover more in our White Paper 2012-01, “Why you can’t Just Scale Up Your Way from Small, Simple to Large, Complex Projects“.

A sequel, White paper 2012-02 “Why Striving for a One-Size-Fits-All Project Management Model in Your Organization is Wrong” addresses the related organizational consequences.

First PVD White Papers published!

PVD just published its first White Papers!

PVD white paper series

They present project management issues related to Large, Complex Projects in a new and often unconventional light. We expect to build progressively a significant knowledge basis for large, complex projects management, that will be used by many professionals.

Now available publicly are our first four White Paper on very exciting and structural topics:

• Why you can’t Just Scale Up Your Way from Small, Simple to Large, Complex Projects [2012-01]
• Why Striving for a One-Size-Fits-All Project Management Model in Your Organization is Fundamentally Wrong [2012-02]
• The Fallacies of Conventional Scheduling for Large, Complex Projects and How to Overcome them [2012-03]
• Convergence Management: the Key to Large, Complex Projects Success [2012-04]

Some other White Papers are already available for registered users. Don’t forget to Register to receive notifications on new White Papers and exclusive additional information!