1 Managing the Rework Cycle not the Schedule ‐ A Project Management Paradigm for the Future?

Mawby, Dave

doi:10.1002/j.2334-5837.1999.tb00289.x

Cited by 4 publications

(2 citation statements)

References 1 publication

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“…The concept of the rework cycle is well known and is described in Cooper 1993a, Cooper 1993band Mawby 1999. At its simplest, the rework cycle can be represented by the work flows shown in Figure 1.…”

Section: What Is System Thinking?mentioning

confidence: 99%

Systems thinking for managing projects

Mawby

Stupples²

IEEE International Engineering Management Conference

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Abstract. Systems thinking is a discipline that has developed substantially over the last few decades but most project managers remain unaware of its potential power in helping analyse, refine and deliver their complex projects. In fact, over the past 30 years several hundred of the world's largest and most complex projects have successfully used the technology to improve their outcome. Traditionally, a time-consuming technique to implement, it has only been utilised for the most complex projects. However, these methods are fast becoming more accessible for large projects in general.Through modelling the rework cycle and the feedback loops that drive it, using system dynamics it is possible to analyse and hence improve the dynamic behaviour of our projects. In this paper we show how a system dynamics model of a project is constructed and used to assess project outcome. Examples of its application include: cost versus schedule trade-offs, project improvement strategies, risk assessment and assessing resource constraints. The ability to deliver such answers quickly and accurately during the bid and project definition phases provides the project management team with a powerful decision making tool for project strategy formulation. The improvement in project outcome that can be achieved at this stage of the project is massive because of the low cost of change combined with a high leverage into project commitment, risk mitigation and outcome that is available early in the project's lifecycle. WHAT IS SYSTEM THINKING?Introduction Systems thinking has its roots in the soft systems methodologies of Checkland and system dynamics analysis methods originated by Forrester (1961). Some people still dismiss these methods as being esoteric, imprecise or too "soft" for use in realworld applications, although in reality they have been used to great success on hundreds of the world's largest and most complex projects. Its applications have included: improving the accuracy of bid estimates, risk assessment and mitigation, optimising project strategy, improving the accuracy of progress monitoring and project reporting and in about 15% of the cases in resolving disputes arising from troubled projects. The applications have included complex projects in sectors as diverse as civil infrastructure, shipbuilding, aerospace, defence, railways, and telecommunications.We shall show that using a system dynamics approach to modelling the rework cycle and the feedback loops that drive it, makes it is possible to analyse and then manage the dynamic behaviour of our projects. This paper demonstrates how a system dynamics model of a project can be constructed and used to assess and manage project outcomes.In order to understand how system thinking can be applied to complex projects there are two concepts that need to be understood. First, the rework cycle and how it acts within complex projects. Second, the feedback loops which exist within projects that drive the project dynamics.The Rework Cycle. The majority of complex projects fail to deliver...

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Section: What Is System Thinking?mentioning

confidence: 99%

Systems thinking for managing projects

Mawby

Stupples²

IEEE International Engineering Management Conference

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“…One suggested approach to managing performance risk recognizes the complexity of engineering projects. This approach highlights the impacts of such things as cost constraints, supply-chain complexity, project duration, inexperienced staff, project size, socio-economics, product complexity, schedule pressure, changes, and innovation (Mawby, 1999). This hedging strategy is reactive in nature and suggests that to manage performance risk, the rework cycle should be managed because it follows some testing and perhaps the operation phase in the system's lifecycle.…”

Section: Design and Conduct Adaptive Qualificationmentioning

confidence: 99%

4.4.2 Risk and Performance

Snyder¹,

Buede

2000

INCOSE International Symp

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Risk is constantly present in the engineering design of systems. It influences all lifecycle phases of every system and manifests itself through a system's cost, schedule, and performance attributes. These attributes are expressed through a system's design requirements and therefore provide a measure of how successful a system is. Design requirements are stated by means of a design threshold and a design goal. The distance between the threshold and the goal, known as the design space, provides not only a measure of system performance, but also an understanding of system risk and risk management. Risk management is the sum of activities undertaken to understand, identify, classify, measure, and mitigate risk in the engineering design of systems. This paper presents an output‐oriented view of risk and risk management. It provides a taxonomy of risks that exploits the relationship between risk and performance and then discusses several hedging strategies that serve to manage risk in the engineering design of systems.

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6.1.1 Systems Thinking for Managing Projects

Mawby

Stupples

2001

INCOSE International Symp

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Systems thinking is a discipline that has developed substantially over the last few decades but most project managers remain unaware of its potential power in helping analyse, refine and deliver their complex projects. In fact, over the past 30 years several hundred of the world's largest and most complex projects have successfully used the technology to improve their outcome. Traditionally, a time‐consuming technique to implement, it has only been utilised for the most complex projects. However, these methods are fast becoming more accessible for large projects in general. Through modelling the rework cycle and the feedback loops that drive it, using system dynamics it is possible to analyse and hence improve the dynamic behaviour of our projects. In this paper we show how a system dynamics model of a project is constructed and used to assess project outcome. Examples of its application include: cost versus schedule trade‐offs, project improvement strategies, risk assessment and assessing resource constraints. The ability to deliver such answers quickly and accurately during the bid and project definition phases provides the project management team with a powerful decision making tool for project strategy formulation. The improvement in project outcome that can be achieved at this stage of the project is massive because of the low cost of change combined with a high leverage into project commitment, risk mitigation and outcome that is available early in the project's lifecycle.

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1 Managing the Rework Cycle not the Schedule ‐ A Project Management Paradigm for the Future?

Cited by 4 publications

References 1 publication

Systems thinking for managing projects

Systems thinking for managing projects

4.4.2 Risk and Performance

6.1.1 Systems Thinking for Managing Projects

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