Bob Prieto’s Post

Quantum Project Management, Large Complex Projects, and Entanglement In my earlier work, “Quantum Project Management”, I continued a journey which has spanned several decades as I first studied the unacceptably high “failure” rates of large complex projects, identified some root causes and suggested various focus areas to address the observed deficiencies. Along that journey I observed that classical project management theory failed us at scale and complexity, constrained by its founding grounded on straight-forward, decomposable projects that were well-bounded. At various points along that journey, I compared what needed to happen as being analogous to the break in thought and theory that occurred as both quantum theory and relativistic theory emerged in the physics domain. I suggested that a new theory of project management needed to emerge and suggested some of the analogies which linked the required elements of this new theory even more closely to the transformations that quantum and relativistic theories brought to classical physics. While this journey began with a focus on scale, today it is focused on complexity and scale. Along the way the importance of system thinking became even more apparent as did the open systems nature of large complex projects. Stakeholders, and their stakeholders, were ever more important elements in the open systems context which is the nature of all quantum systems and in effect were a large part of the spacetime in which a project is set. This spacetime, or surrounding ecosystem if you will, is highly determinative of ultimate project success or failure, and as such the behaviors and futures of the project and ecosystem are intimately entangled. My article on “Quantum Project Management, Large Complex Projects, and Entanglement” was recently published by PM World Journal and may be found on that site or on my ResearchGate page at: https://lnkd.in/ekbbQkgX #quantumproject management #projectmanagement #largecomplexproject #gigaproject #programmanagement #complexity #complexproject

Quantum Project Management and the Concept of Spacetime   Quantum Project Management and the Concept of Spacetime is featured in the May 2024 issue of PM World Journal. This continues my series on Quantum Project Management. In my paper “Quantum Project Management I draw an analogy between relativistic and quantum theories associated with physics and what we see and experience in Large Complex Projects (LCP). Among the concepts discussed is the notion of space-time and the analogous behaviors we experience in LCP. In this paper, I delve deeper into the concept of spacetime. In physics, space-time is a conceptual model that unifies three dimensions of space (length, width, and height) with the fourth dimension of time. It's the stage upon which all events occur in the universe. Imagine a fabric that combines space and time, where massive objects create curves and warps. These curves influence how objects move and interact. Turning to Large Complex Projects (LCP), several analogies can be identified and are explored in this paper. Join me as I further develop a model for management of large complex projects that increasingly holds in dealing with other large systems with many independent actors, unseen coupling and a heavy dose of uncertainty. This current paper may be found on my ResearchGate site at: https://lnkd.in/d4viwmBV

Quantum Project Management (QPM) is a novel approach to managing large complex projects (LCP) that draws inspiration from the principles of quantum mechanics and relativity. Here are the principal elements of QPM: 1.       Analogous Framework: QPM creates an analogous framework between modern physics and project management, particularly for LCPs. It moves beyond metaphorical comparisons to provide a robust structure for conceiving, planning, and executing projects. 2.       Relativistic Behaviors: Influenced by Einstein's theory of relativity, QPM incorporates concepts like time dilation and length contraction, acknowledging that schedules may extend and the perception of progress can vary based on perspective. 3.       Influence of Mass: Just as objects with mass affect spacetime in relativity, key components or challenges within large projects can significantly influence their overall trajectory, creating a dynamic and interconnected environment. 4.       Uncertainty and Probabilistic Behavior: Both quantum systems and large projects exhibit unpredictability. In QPM, this is akin to the uncertainty principle in quantum physics, where outcomes are unpredictable until measured or completed. 5.       Quantum Entanglement and Interdependence: The interconnected nature of quantum entanglement is mirrored in the interdependence of tasks within complex projects, where changes in one area can impact the entire system. This interconnected nature extends into the surrounding stakeholder ecosystem that comprises the project’s space-time. 6.       Adaptability and Flexibility: Teams in QPM embrace ambiguity and the inherent unpredictability of projects, allowing for the simultaneous exploration of multiple solutions until a clearer path emerges. This encourages rapid adaptation to changing conditions. The Apollo and Polaris missile programs embodied this systems thinking which is a hallmark of Quantum Project Management. 7.       Creative Problem-Solving: QPM leverages agility and creative problem-solving to navigate complex projects with a mindset that accommodates uncertainty, similar to the behavior of particles in superposition. 8.       Departure from Classical Thinking and Project Management: QPM recognizes the limitations of classical project management theories, especially when applied to LCPs, and seeks to replace the Taylorism's Scientific Management paradigm upon which classical project management is founded. This approach to project management is particularly relevant for projects that are too complex for traditional methods, requiring a more fluid and adaptable management style that can handle the inherent uncertainties of such endeavors. For the original paper on Quantum Project Management follow the link below to my ResearchGate page. There are several subsequent papers also on my ResearchGate page. https://lnkd.in/eZeifKvY

Quantum Project Management introduces a new management paradigm to replace classical project management as applied to large complex projects. QPM draws a strong analogous framework from both relativistic theory and quantum theory, providing a robust framework for conceiving, planning, and executing large complex projects.   This paper provides a comprehensive exploration of Quantum Project Management (QPM). The content is organized into sections, covering various aspects of QPM, including its theoretical foundations, the shortcomings of classical project management in the context of large complex projects, and the sources of uncertainty in project management.   This document effectively presents the key concepts, principles, and analogies related to QPM, making it accessible for readers interested in understanding the application of quantum and relativistic theories to project management. Additionally, the inclusion of tables and appendices is intended to enhance the clarity and organization of the content, providing valuable insights into the complexities of large complex projects and the need for a more adaptive and probabilistic approach to project management. Join with the hundreds of others who have already downloaded this paper. https://lnkd.in/eZeifKvY

Quantum Project Management and the Concept of Space-time Part 1 In my paper “Quantum Project Management” (https://lnkd.in/e-fM948c) I draw an analogy between relativistic and quantum theories associated with physics and what we see and experience in Large Complex Projects (LCP). Among the concepts discussed is the notion of space-time and the analogous behaviors we experience in LCP. I further expand on this concept in a draft supplementaryh work entitled, “Quantum Project Management – Execution in “Space-time”.” (https://lnkd.in/eD2ECf2s) In physics, space-time is a conceptual model that unifies three dimensions of space (length, width, and height) with the fourth dimension of time. It's the stage upon which all events occur in the universe. Imagine a fabric that combines space and time, where massive objects create curves and warps. These curves influence how objects move and interact. Turning to Large Complex Projects (LCP), several analogies can be identified: 1.      Project Phases as Space-Time Coordinates: a.      Just as space-time coordinates pinpoint an event's location, project phases (initiation, planning, execution, monitoring, and closure) represent different points in a project's timeline. b.      Each phase has its own dynamics, challenges, and interactions, akin to how space-time regions near massive objects behave differently. c.      Analogy: Think of project phases as distinct regions in the space-time fabric, each affecting the project's trajectory. 2.      Project Complexity as Curvature: a.      Complex projects exhibit intricate interactions, dependencies, and uncertainties. Their behavior isn't linear. b.      Similar to how massive objects curve space-time, project complexity bends the straightforward path. c.      Analogy: Picture a massive project as a heavy object creating a curvature in the project space-time. The more complex the project, the deeper the curve. 3.      Time Dilation and Project Delays: a.      In Einstein's theory of relativity, time dilation occurs near massive objects. Clocks tick slower in stronger gravitational fields. b.      In projects, delays and bottlenecks cause time dilation. The closer we get to a critical milestone, the slower time seems to pass. c.      Analogy: Imagine project deadlines as gravitational wells—time slows down as we approach them. Urgency distorts our perception. Just as space-time reveals the universe's secrets, understanding project space-time helps us navigate the intricate dance of large, complex endeavors. As a Large Complex Project manager you are a cosmic explorer, charting the contours of space-time in the realm of deliverables and deadlines! For more insight into Quantum Project Management read the paper on my ResearchGate page at: https://lnkd.in/e-fM948c

This is another great course from the Project Management Institute. With Prompt Engineering for Project Managers, you can learn how to create quality prompts using specific patterns and techniques to generate relevant, accurate, and tailored responses to improve project outcomes.

Central to system dynamics are causal loops, which can be either reinforcing (positive feedback) or balancing (negative feedback). Reinforcing loops amplify changes, while balancing loops counteract changes, helping to stabilise the system. - How system dynamics can be applied to project management? - What are the better strategies for project management? - How to manage the policy resistance? #SoftwareEngineering #ProjectManagement #SystemDynamics #CausalLoop

🔔 GERT modelling in Project Management 🔔 📝 #Project delivery plan is an attempt to describe processes required to deliver scope with available resources to achieve desired goals. One of the most critical limitations in project delivery systems is lack of ability to describe processes as they could be performed. Deterministic CPM-based modelling is missing ‘OR’ and ‘IF/THEN’ logic that is essential for describing complex processes. GERT modelling addresses this and some other limitations.   💢 Graphical Evaluation and Review Technique (GERT)   GERT modelling is a project management and network analysis technique that allows for the probabilistic treatment of both the activity duration and the project structure. Unlike the traditional CPM/PERT method, which assumes a single, deterministic path through a project, GERT is capable of modelling complex, stochastic networks that include loops, conditional branches, and probabilistic events.   💢 Key features of GERT include:   🧩 Probabilistic Approach: GERT allows for activities to have probabilistic outcomes. For example, a task might have different possible results, each with its own probability of occurring.   🧩 Conditional Branching: GERT can model scenarios where the path forward depends on the outcome of a previous task. This is useful in projects where decisions are made based on the success or failure of earlier tasks.   🧩 Loops and Iterations: GERT can handle loops, meaning it can model activities that may need to be repeated multiple times based on certain conditions, something CPM does not easily account for.   🧩 Complex Networks: GERT is suitable for projects with highly complex workflows, where tasks are not simply linear or sequential.   However, GERT is more complex and less commonly used than CPM due to: 📌 its advanced probabilistic nature, 📌 the specialised knowledge required to apply it effectively, and 📌 enforcement to apply CPM-based planning and delivery tools that don’t support GERT.   💡 GERT is particularly useful in projects where uncertainty and variability are significant factors.   💢 GERT planning Any process can be described by five operations: AND, OR, XOR, IF/THEN. Input: 📌 AND: all paths have to be performed 📌 OR: alternative (one or more paths can be performed) 📌 XOR: alternative (only one path possible) Outputs: 📌 Deterministic: every outcoming activity has probability equal to 1, which means that everyone will be performed 📌 Probabilistic: each outcoming activity has some probability of appearance In the latest post, I explained GERT ideas based on simple examples, compared #CPM and #GERT modelling, provided history and shared my view on the future of GERT modelling. https://lnkd.in/grHEzmxn Please read, share and comment. #planningandscheduling #planningengineer #riskmanagement #montecarloanalysis #PMI

Check out EMDS' latest blog post on Manufacturing Project Management! https://lnkd.in/gY_6bE-i

The Three-Body Problem in Project Management: Balancing Time, Scope, and Cost We often encounter a complex three-body problem involving time, scope, and cost in project management. These three elements are interdependent, forming an inseparable “iron triangle,” much like the three-body problem in physics, which is complex and difficult to predict. The interaction of these three elements makes project management extremely intricate, as any change in one element affects the other two. If time, scope, and cost are all uncontrolled, the project will become chaotic and hard to manage. However, suppose we can control one of these factors through specific methods. In that case, we can simplify this complex three-body problem into a more manageable two-body problem, effectively managing the project. #threebodyProblems #ProjectManagement