A system is a set of interacting and interdependent components that function as a unified whole. Taking a holistic view, a project is a multifaceted entity that exists in dynamic circumstances, exhibiting the characteristics of a system. Project teams should acknowledge this holistic view of a project, seeing the project as a system with its own working parts.
A project works within other larger systems, and a project deliverable may become part of a larger system to realize benefits. For example, projects may be part of a program which, in turn, may also be part of a portfolio. These interconnected structures are known as a system of systems. Project teams balance inside/out and outside/in perspectives to support alignment across the system of systems.
The project may also have subsystems that are required to integrate effectively to deliver the intended outcome. For example, when individual project teams develop separate components of a deliverable, all components should integrate effectively. This requires project teams to interact and align subsystem work on a regular basis.
Systems thinking also considers timing elements of systems, such as what the project delivers or enables over time. For example, if project deliverables are released incrementally, each increment expands the cumulative outcomes or capabilities of previous versions. Project teams should think beyond the end of the project to the operational state of the project’s deliverable, so that intended outcomes are realized.
As projects unfold, internal and external conditions are continuously changing. A single change can create several impacts. For example, on a large construction project, a change in requirements can cause contractual changes with the primary contractor, subcontractors, suppliers, or others. In turn, those changes can create an impact on project cost, schedule, scope, and performance. Subsequently, these changes could invoke a change control protocol for obtaining approvals from entities in external systems, such as the service providers, regulators, financiers, and government authorities.
While it is possible to predict some of the changes in advance, many of the changes that can impact the project during its life cycle emerge in real time. With systems thinking, including constant attention to internal and external conditions, the project team can navigate a wide spectrum of changes and impacts to keep the project in agreement with the relevant stakeholders.
Systems thinking also applies to how the project team views itself and its interactions within the project system. The project system often brings together a diverse project team engaged in working for a common objective. This diversity brings value to project teams, but they need to consider how to leverage those differences effectively, so that the project team works cohesively. For example, if a government agency contracts with a private company for development of a new technology, the development team may consist of project team members from both organizations. Those project team members may have assumptions, ways of working, and mental models related to how they function within their home organization. In this new project system, which combines the cultures of a private company and a government agency, the project team members can establish a synthesized team culture that creates a common vision, language, and toolset. This can help project team members to engage and contribute effectively and help to increase the probability that the project system works.
Because of the interactivity among systems, project teams should operate with awareness of, and vigilance toward, changing system dynamics. The following skills support a systems view of the project:
- Empathy with the business areas;
- Critical thinking with a big picture focus;
- Challenging of assumptions and mental models;
- Seeking external review and advice;
- Use of integrated methods, artifacts, and practices so there is a common understanding of project work, deliverables, and outcomes;
- Use of modeling and scenarios to envision how system dynamics may interact and react; and
- Proactive management of the integration to help achieve business outcomes.
Recognizing, evaluating, and responding to system interactions can lead to the following positive outcomes:
- Early consideration of uncertainty and risk within the project, exploration of alternatives, and consideration of unintended consequences;
- Ability to adjust assumptions and plans throughout the project life cycle;
- Provision of ongoing information and insights that inform planning and delivery;
- Clear communication of plans, progress, and projections to relevant stakeholders;
- Alignment of project goals and objectives to the customer organization’s goals, objectives, and vision;
- Ability to adjust to the changing needs of the end user, sponsor, or customer of the project deliverables;
- Ability to see synergies and savings between aligned projects or initiatives;
- Ability to exploit opportunities not otherwise captured or see threats posed to or by other projects or initiatives;
- Clarity regarding the best project performance measurement and their influence on the behavior of the people involved in the project;
- Decisions that benefit the organization as a whole; and
- More comprehensive and informed identification of risks.
Leave a Reply