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Management > Lecture 11: Project Dynamics > Flashcards

Lecture 11: Project Dynamics Flashcards

1
Q

Explain the decomposition components of a project.

A

Decomposition of:

  • time, leading to sequence activities
  • labour leading to internal specialisms
  • organisational divisions leading to departmentalisation
  • authoristy leading to management levels
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2
Q

What are the goals of decomposition?

A
  • enable simultaneous development
  • define working clusters of elements
  • relate systems parameters to practical organisational aspects (coordination, competence, magnitude of clusters)
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3
Q

What does a system consist of?

A
  • set of elements

- set of relations between elements

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4
Q

What is a sub-system?

A

A sub-set of elements of the system.
(e.g. roof construction, foundation with bottom slab, elevators in elevator shaft)

  • a subsystem is not necessarily a component, but a component is a sub-system
  • a component has a function
  • a sub-system is an organisational part system
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5
Q

What is an aspect-system?

A

A subset of the relations of the system.

relations: (geometrical, structural, physical, architectural, etc.)

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6
Q

What is a phase-system?

A

A period in which the system has another goal, function or configuration.

(E.g. storm surge barrier, movable bridge, multi-functional stadium, school)

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7
Q

What does a part sytem consist of?

A

Sub-systems

Aspect-systems

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8
Q

Identify the 6 different relations between partsystems.

A
  • Aspect - Aspect
  • Sub - Aspect
  • Sub - Sub
  • Sub - Phase
  • Aspect - Phase
  • Phase - phase
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9
Q

Describe the aspect - aspect partsystem relation.

A

System behaviour, coordination issues

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10
Q

Describe the sub- aspect partsystem relation.

A

What contributes to what topic

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11
Q

Describe the sub- sub partsystem relation.

A

interactions and communication

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12
Q

Describe the sub- phase partsystem relation.

A

What acts when

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13
Q

Describe the aspect-phase partsystem relation.

A

Which topic is when relevant

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14
Q

Describe the phase-phase partsystem relation.

A

Transformation to other functions

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15
Q

What are the different aspects of decomposition?

A
  • Autonomy of part systems when dealing with development task
  • Structure of mind when dealing with coordination of part systems
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16
Q

What are the main conditions for decomposition of a system?

A
  • The whole system should be represented conrrectly at any level of observation
  • A correct representation only can be achieved with full preservation of all relations between all elements
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17
Q

Explain the two step decomposition over different control periods for Nearly Decomposition.

A
  • Short term behaviour of sub-sytems is determined by internal coherence of the sub-system
  • Long term behaviour of sub-systems is determined by the external coherence between the sub-systems.
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18
Q

What is the definition for coherence?

A

The quality of forming a unified whole.

Diagram shows lots of relations/bonds for strong coherence.

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19
Q

Explain the 2 tricks with the matrix for decomposition of a system.

A
  • Row-column permutations in order to displace the relations (X) as close to the diagonal as possible.
  • When having the relations located around the diagonal it is easy to form clusters according to the nearly-decomposability rule
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20
Q

Explain row-column permutations.

A

Moving the rows and columns in order to displace the relations (X) as close to the diagonal as possible so that nearly decomposition can be formed.

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21
Q

Explain the effect of decomposition on the formation of sub-systems.

A

Sub-systems, being clusters of elements, can be formed using relations.

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22
Q

Explain the formation of aspect systems.

A

Aspect systems, being clusters of relations, can not be formed using elements.
Aspect systems must be:
- as specific as possible
- as independent as possible
- roughly comparable in their scope and significance

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23
Q

What are some examples of aspect-systems.

A
  • architecture
  • quantity
  • quality
  • capital costs
  • maintenance costs
  • operational costs
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24
Q

What is the definition for coordination?

A

Coordination is the control of a system, which is built up by part-systems.

  • Control starts at element level
  • Coordination= control at higher system level
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25
Q

What are the key components of control at element level?

A
  • Controller
  • Elements
  • Physical environment
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26
Q

What are the key components of Meta (higher level) control?

A
  • Meta controller
  • controller
  • controlled system
  • environment
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27
Q

What are the key componenets of Meta meta (2 higher levels) control?

A
  • Meta- Meta controller
  • Meta controller
  • Controller
  • Controlled sytem
  • Environment
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28
Q

Who is in charge of control at element level?

A

Element leader (element)

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29
Q

Who is in charge of Meta-control?

A

Sub-sytem leader (sub system)

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30
Q

Who is in charge of Meta-meta-control?

A

Projectleader Problem solver (all aspect systems)

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31
Q

Who is in charge of Meta-meta-meta-control?

A

Projectleader Problem owner (all variables)

32
Q

Who is charge of Meta-meta-meta-meta- control?

A

Stakeholders

33
Q

Explain general validation.

A
  • refers to the use of models, standards, rules, methods,etc. to see if valid
34
Q

Explain specific validation.

A
  • refers to fitting the system in the specific context to see if valid
35
Q

Explain general verification.

A
  • refers to satisfy the criteria mentioned in standards to see if true
36
Q

Explain specific verification.

A
  • refers to satisfy the specifc requirements of the client to see if true.
37
Q

What are the different components of information processing from data towards vision?

A
  • data
  • information
  • knowledge
  • insight
  • overview
  • vision
38
Q

What are the different components of information processing from input to output?

A

Information Processing

  • decomposition
  • organisation
  • information
  • coordination
39
Q

Explain information processing capacity.

A

Information processing capacity should be sufficient to handle the quantity of information generated in a circulary and evolutionary development of complex systems.

Current projects generate too much information due to interface management

40
Q

Equation for information rate in a project:

A

Total information rate =
Throughput information (Ft) (input-output)
+ Blockage information rate (Fb) (input blocked)
+ Coordination information rate (Fc)
+ Noise rate (Fn) (output with no correlation with input)

41
Q

Identify the 3 information flows.

A
  • Disciplines - elements
  • Elements - subsystems
  • System - variables
42
Q

Identify the 3 information fields.

A
  • Subsystem
  • Aspect system
  • System
43
Q

What is the strategy for information processing?

A
  • Minimise information flow (between elements, between sub-systems)
  • Maximise information fields (aspect systems)
44
Q

What are the different types of messages for information and communication?

A
  • Referential messages (what is going on)
  • Expressional messages (what sender wants)
  • Relational messages (relation sender reciever)
  • Appealing messages (asking to do something)
45
Q

What are important things to remember for effective communication?

A
  • message should be concise
  • there sould be attention
  • the message should be clear
  • the sender should be credible
  • there should be a good timing
46
Q

What are 5 goals in communication links?

A
  • Unilateral link
  • Bilateral routine
  • Bilateral dialogue
  • Multilateral routine
  • Multilateral dialogue
47
Q

What is unilateral link?

A

Information flows in one direction

48
Q

What is bilateral routine?

A

Information flows in two directions about routine matter

49
Q

What is bilateral dialogue?

A

Discussion about not-fixed matter

50
Q

What is multilateral routine?

A

Information in many directions about routine matter

e.g. distribution of boundary conditions, starting points, assumptions, requirements, etc.

51
Q

What is multilateral dialogue?

A

Information in many directions about collection and distribution of the information about aspect systems.

52
Q

Descibe the 5 parts of the Mintzberg organisation.

A 
1 = core for the execution of the work (element leaders and technical staff)
2= strategic top (project leaders)
3= middle ranks (sub system leaders)
4= techno structure (standards, validation, verification,etc)
5= supporting staffs (input and output)
53
Q

What are 3 different organisation cultures?

A
  • Reactive organisation
  • Responsive organisation
  • Proactive organisation
54
Q

What type of organisational culture could be suitable to deal with project dynamics?

A

mix of responsive and proactive

55
Q

What are essential outsourcing and collaboration in project dynamics?

A
  • client and contractor
  • contractor and sub contractors
  • contractor and suppliers
  • sub contractor and sub contractors
  • sub contractor and suppliers
  • suppliers and suppliers
56
Q

When to use outsourcing?

A

When a person (or an organisation) is not competent to do that task himself, or does not much want to do that task.

57
Q

What is outsourcing?

A

Outsourcing is a transaction between a seller and a buyer for the delivery of a good (product or a process or a combination of both (output))

58
Q

Explain the conflicting interest of client and contractor.

A
  • Client wants cost effectiveness = value for money = hgihest output/ client’s costs ratio= largest client benefit
  • Contractor wants cost efficiency = money for value = highest price/contractor’s costs ratio= largest contractor benefit
59
Q

What is the client benefit?

A

The difference bwetween output and price

60
Q

What is contractor profit?

A

The difference between price and costs

61
Q

Identify the differences between outsourcing and collaboration.

A

Outsourcing – Colloboration

Different levels -- Equal Levels
Conflict of interest -- Common interests
Top down -- Bottom up
Closed book -- Open books
Transaction/ delivery based -- relation based
62
Q

What are the basic laws of outsourcing and collaboration?

A
  • Two or more players which want to deliver the same products or the same processes at an equal scale level should always be placed in an outsourcing competition
  • Two or more players which want to deliver complimentary products or complimentary processes at an equal scale level preferably should collaborate
63
Q

Explain outsourcing and collaboration in traditional project management.

A
  • Traditional project management is a mix of both outsourcing as well as collaboration around a fixed system to be devleoped in compliance with fixed specifications
  • In the contract the total task is divided between client and contractor. Both parties busy with the system and sharing the total responsibility.
64
Q

Explain the responsibility in outsourcing.

A
  • client is responsible for context with respect to stakeholders (environment)
  • contractor is responsible for system to be delivered (wrt subcontractors and suppliers)
65
Q

Explain the responsibility in collaboration.

A
  • Parties are severally liable and hence severally responsible.
66
Q

What is the total benefit in dynamic contracts?

A

clients benefit + contractors profit

both parties should be interested to increase the total benefit in order to increase their own benefit/profit.

67
Q

Explain the contract in current projects.

A
  • client - contractor contract is fixed with fixed output and fixed price
  • both parties prefer suboptimising their own benefits above optimising total benefit
  • all risk and all dynamics are covered in contractor’s difference between price and costs
68
Q

Explain outsourcing in current projects.

A
  • All project dynamics are contractually arranged with costs-free relations

Two basic contract types

  • Fixed price contract
  • Cost plus Fee contract (price is fixed at the end of a project)
69
Q

What is the equation for profit in a fixed price contract?

A

profit = basic fee + (target cost - actual cost)

70
Q

What is the equation for profit in cost plus incentive contract?

A

profit = basic fee + sharing ratio * (target costs - actual costs)

71
Q

What is the equation for profit in multiple incentive contracts?

A

profit = basic fee + sharing ratio*(target costs- actual costs) + delivery incentive + performance incentive

72
Q

Explain alliance contracts.

A
  • contractors client and contractor create an initial risk budget
  • during the project all unexpected events with associated consequences will be financed by this risk budget
  • the risk budget left over at the end of the project will be shared on 50%-50% basis
  • effective in preventing natural predisposition of contractors to create additional work with additional money
  • based on fixed output with active risk control
73
Q

Identify key components of dynamic contracts.

A
  • total benefit
  • output and costs should be variable
  • benefit sharing formula
  • output should be quantifiable
74
Q

Some notes on dynamic contracts:

A
  • output price formula is an agreement
  • aspect systems are as independent, specific and equal in significance and scope as possible
  • output could be spanned in a linear euclidian vector speace by a number of vectors, each vector representing a value of an aspect system.
75
Q

What does a contrator offer in dynamic contracts?

A
  • target point (output-price)
  • isoline of equal output/price ratios
  • range of output/price ratios around the target point
  • client indicates the available space
  • outside the range means a new contract
  • outside the space means a new contract

Management (17 decks)

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