Architecture? That is the question.

I watched Stuart Hicks wonderful architecture channel a while ago on buildings in Chicago, specifically the Marina Towers. It took my mind back to my first year in my architecture degree. This project constituted on of my first assignments. Being 17, I had no idea what the buildings, the assignment or even architecture were about. Nevertheless, I did ok.

The first time anyone asked us what we thought architecture was, was when Micha Bandini fronted up as a guest tutor for a semester. She wondered why a chair might not be 'architecture', while, say, a factory might be...or might not be...she had the 'art' view of architecture. A view I didn't share. I took the 'craft' view. Still do.

But her question was right and did prompt some tepid discussion.

This should have been the first question in the first subject in the first semester. This course (let's call it "Architecture 1") would then have introduced us to a number of buildings for us to analyze as 'architecture', to produce measured drawings of some fine buildings, and so on...In fact we did mindless paintings and sculptures. Mindless and pointless. Better would have been visual art exercises with architectural intent: models of forms on sites, for instance. 

The answer to the first question would have been interesting, not including chairs, of course. I don't recall her suggestion or our conclusions...we didn't even get a few papers to read and write an essay on.

After decades of practice (as an architect) and as both institutional client and commercial builder/manager:

Architecture is the design of buildings to produce socially meaningful shelter.

Socially meaningful indicates that people in society (and even a hermit is 'in' society in a contra-positive manner) would be served in various dimensions: value for money importantly, buildings that were above all practical: good to use. Buildings that made life for the occupants or users a little more enjoyable. This includes weather protection, shielding from excess heat and cold, and emotive aspects. The building should be good to be in, even 'fun'.

These are physical and emotional dimensions.

Then we go on along the path of 'meaningful'  to a more spiritual dimensions, ones that transcend the emotive. The building should change your view of life in some beneficial way. It should 'uplift' you.

One building that did this for me was the Jyvaskyla City Theatre by Aalto. I was bettered by it. Not to be a 'better' person..that comes with the humbling experiences of life, but I grew in knowledge of self and 'people in spaces' as a result. I thought more about  the experiences of who used my buildings, in whatever role I was in.

The approach to architecture I was taught by my studies was the production of 'walk-in sculptures'. It was not about 'people in spaces', really. Not really. That aspect was a passing phrase here and there, but it never landed.

In fact it was not until I was engaged in the design of  retail centres, hospitals, and, oddly enough, custodial facilities that I had to really think about 'people in spaces'. I thought about it more when I took responsibility for operational results in large portfolio of special facilities (value c. $1b in today's dollars).

So, architecture is the organization of socially meaningful shelter giving joy to the occupants...even in prisons.

When is a risk not?

When someone pretends that an uncertain benefit is a 'risk'.

So, let's get this straight, risk represents the probablity of a threat to value and  the cost of that threat materializing.

A risk is a negative thing. Not a positive, no matter what the Taylorist fantasy world of PMBOK says.

An unexpected beneficial effect may come or not, but action to absorb the benefit might be THE risk. Change of WBS, change of activity network, change of skills needed, change of procurement approach, change of finance/funding/budget. That's the problem with an unexpected benefit.

Then, what does the ConOps have to say about this new 'benefit'? What functions does it serve or enable?  What are its strategic/value implications? What is its net value?

Risk: start the journey

Faced with a new project or undertaking, where does one start with the risk management process?

If your firm is in familiar territory, the RBS for another recent project might be the starting point for this project. But what if not?

Then one can start with the loci of risk within your domain.

Here's a generic start for the 'headings' under which a RBS might be formulated. 

1. Customer/user

Client/customer: familiarity with this type of project

Less familiar more risk, particularly in project definition cycle of :need/opportunity--functional requirements--Quality Function Deployment--performance requirements--product specification (in engineering detail).

Customer certainty

Is the customer good at developing a 'concept of operations' for the project and then the functional and performance components? Will customer immaturity lead to 'change' battles and threaten project value to the PM?

Customer maturity for project type

Will the customer be able to identify needs, functions, performance requirements, understand final specifications, cooperate with a Project Delivery System, participate in Project Boards, Change Management discipline, etc.

Business environment

Client's competitive environment, your competitive environment. This also leads to the customer and the project 'community', those who do, can our would have an interest in the project's success or failure: 'stakeholders' in common parlance.

2. You

Type of project: your familiarity with it, current market position of this project, supply side circumstances

3. Project

Location (not an issue for some types of project)

Nature of local conditions, site conditions, social conditions, local regulations, access, etc.

Technology

This relates particularly to construction, IT and engineering projects that are in a different technology environment from the project manager or employ technologies unfamiliar to the relevant members of the project team.

Type of project: what hazards does this type of project typically encounter, and how are they typically dealt with: managed, accepted, transferred, designed out?

4. Delivery

Team

Size, experience in domain, experience generally, familiarity with the project system used, familiarity with the applicable technology, worked together or not? 

Suppliers

Suppliers: who is there to do the delivery of the project (e.g. construction skills, installation/implementation/change skills for IT, etc.)

5 Your engagement

Contract terms

Do you and they understand the contract; is the risk allocation in the contract workable or acceptable to both parties. How are disputes handled? How are payments made? How are pre-payment acceptance points managed?

THEN

Each of the hazard areas can be considered against the CATWOE framework to form a more detailed area of hazard vulnerability before reducing to a risk schedule, which tabulates:

1. the item
2. expected probability of occurrence (a range)
3. expected cost if occurs (a range in $) 
4. mitigating options
5. cost of any mitigating action (re-design, transfer, manage)
6. risk manager.

Four (or Five) Critical Project Questions

Mike Clayton has a short video on (the) four important project questions.

It's a good list for the PM running the project:

1. What is getting in the way of each member of your team doing their very best work

2. Which elements of your project are not as fully in your control as they should be?

[about 'control' of the project in its environment: where you can gain more control to achieve the sought value from the project's completion.]

3. What are you not thinking about that could have a material impact on the future of your project.

4. What is the question you are not asking? Obvious question? Question we avoid?

I thought one was missing, particularly in the light of project influencers (so-called stakeholders, who don't usually hold an actual stake in the project)

My 5:  Who is most likely to get in the way of the project delivering the value sought  by its owner?

I managed one project where a major contributor to the project made all the noises of support, but failed to connect his team properly with the project plan. The project sponsor helped, but not much. I had to 'go round the outside' to get things done.

This seemed to be a nice idea: bring the project critical questions to one place. I checked a few other sources.

Team Gantt had quite a good set.

Core question #1: What are the major deliverables?

This question forces you to be clear about what you want to achieve when embarking on this project. Moreover, you can use this question to check if you and your project team are working within scope and that each step you take leads you to those deliverables.

Core question #2: How will we get to those deliverables before or by the deadline?

This question requires you to think strategically to be able to create or achieve these major deliverables on time and on budget.

Digging deeper, you may want to consider the possible changes or risks that may affect your ability to meet these requirements. You can then devise solutions to work around these events and stay on track.

No matter the industry or the type of project you're working on, you need a project plan that will map out how you, your team, and your stakeholders will get from Point A to Point Z. Tools, like gantt charts, ensure that you complete projects on time, but also on budget. ?

Core question #3: Who is on the project team, and what role will they play?

This question addresses a crucial aspect of any project: who will be the people you’re bringing on board to help you complete the project?

You need to be clear on who your teammates are, how they work, and what role/s they’re to fulfill. A RACI chart can help you ensure each person is clear about their responsibilities during the course of the project.

Core question #4: When will the team meet milestones?

...and when will other members of the team play a role in contributing to or providing feedback on those deliverables?

Your project timeline should answer this question. This is where you’ll plot the deadlines for each specific milestone and decide when the team will come together to discuss progress and updates and who will either work on or provide feedback for specific deliverables.

Plenty Training had quite a good set

1) What is this project all about?
2) What does my project sponsor/client want me to do?
3) What are the implied tasks I am being asked to achieve?
4) What are the limits/boundaries of my authority?

You need to ask these questions so that you:

    Are given an idea of the project and organization context.
    Can find out what result the client really wants.
    Can find out if you are being given full responsibility and authority.
    Know exactly what power/authority you will have throughout the duration of the project, especially when it comes to decision-making.

After asking these questions, you should know:

    What your sponsor/ client is really after in regards to the project.
    What you are allowed to do and say.
    What authority you have for the duration of the project.

By asking these four key questions at the beginning of the project, you are also building a foundation of trust between yourself and your client/sponsor, which is absolutely critical!

Quay Consulting starts to tighten the question and heads toward the nub of the PM's concerns

Question 1 – Do We Know What Success Looks Like?

Sitting within a project that is under significant stress can ignite the initial ‘fight or flight’ response in all of us. It can be the prompt for a deep dive into the weeds, such as the schedule, to see where we can make up time or look hard at the dependencies that can be delayed to help the team re-establish the baseline and bring the project back to green.

Question 2 – Are we doing everything necessary to deliver on the success?

This is a critical question that the project manager needs to be able to answer. As they explore the issues relating to the project, it’s essential to revalidate that the scope can deliver the promise.

Question 3 – Are we listening to the right voices in the team?

It can be incredibly difficult to ignore the noise in a project to refocus on governance as a barometer for staying on track. When the PM and the team are under sustained pressure, then there will be a lot of noise being generated around the project, often from mid-tier management, related projects and field staff. PMs need all their energy to stay focused on the task at hand.

Question 4 – Are we really leading our teams toward success?

Leaders are born in times of crisis. When a team is looking for direction, a safe place and a common goal, it’s vital to not lose sight of the fact that the team is impacted by the noise and often without the full situational context.

Now, Glen Alleman takes us to the prize parameters for project management

1. What Does Done Look Like?

What are the Measures of Effectiveness (MOE), Measures of Performance (MOP), Technical Performance Measures (TPM), and Key Performance Parameters (KPP) of Done?

2 How Do We Get There? What is the Plan and Schedule for reaching Done?

3 Do We Have Enough Time, Resources, and Money to reach Done at the needed time for the needed cost, with the needed Capabilities?

4   What Impediments Will We Encounter Along The Way?

What are reducible (epistemic) uncertainties and irreducible (aleatory) uncertainties, creating risks resulting in implements to reach done as needed?

 5 How Do We Know We Are Making Progress?

What are the processes and procedures to measuring the Physical Percent Complete of the deliverable produced by the project? What is the confidence this progress to plan can be maintained and be assessed in the Estimate to Complete and Estimate at Completion for time, cost, and technical performance.

Conclusion

1. Start with Glen's set.

2. Apply Team Gantt's list

3. Use Mike's list to keep you on track.

The others are OK, perhaps for simpler projects, but keep these three in mind for all projects, particularly in the initial project collaboration symposia (a.k.a. 'workshops).

But of course, make good preparation:

Clearly set out and tested 'concept of operations' that the project has to address

Develop Work, Element and Risk Breakdown Structures to organize the project

Create a risk-adjusted delivery schedule, with stage acceptance parameters.

Ensure the Project Board/Sponsor is interested, attentive and supportive.