Project discontinuities

from Wikipedia, the free encyclopedia

Project discontinuities in project management refer to disruptions in the regular and standardized course of projects that make it difficult or impossible to continue the project properly as planned.

definition

Projects , as social systems, are subject to constant change. This change can take place continuously as well as discontinuously. From a systemic point of view, continuous change is also referred to as "first order change" and discontinuous change as "second order change".

first order change second order change
Change in a few dimensions Change in many dimensions
Change on one or a few levels Change on many levels
Change in one or two behavioral aspects Change in several aspects of behavior
Quantitative change Qualitative change
Continuous change Discontinuous change
Doesn't change identity Changes identity, a paradigm shift takes place

First and second order change after Levy and Merry

Traditional project management instruments such as project controlling or change management are available to control the continuous change in projects . This ensures that project goals are adapted, structures changed and resources are added or released as required.

If there is a discontinuity, the project becomes instable. The project is facing different development paths. On the one hand, this offers the chance of a sudden increase, but on the other hand there is the risk of a catastrophe.

The following types of discontinuities can be distinguished in projects:

  • A project crisis is the existential threat to a project
  • A project opportunity is understood to mean a great new potential for the project that can only be used through a paradigm shift in the project
  • Structural changes in a project, which are predictable but require a sudden change in the project

Traditional project management methods alone are not enough for the professional management of project discontinuities. An assessment of the opportunities and risks, the re-planning of the project and the restoration of the team's ability to work require time and space for reflection, as well as independent professional guidance through this critical phase.

Strategies for dealing with a project discontinuity

Basic strategies are:

  • The redesign of the project: the project is rescheduled and the team is guided through the paradigm shift
  • Project termination: this represents the catastrophe for the social system project. The survivability is no longer guaranteed
  • Project interruption: from the point of view of the project client, it can make sense to wait for a change in important external influencing factors and then continue the project again

Process steps to deal with project discontinuities

Steps to Cope with a Discontinuity

The goals of overcoming a project crisis are to limit the damage or use the potential, as well as to create the basis for a successful continuation.

To deal with project discontinuities, 6 essential steps can be used:

  1. Communication of discontinuity: The prerequisite for dealing with a discontinuity is the awareness of a new reality. Only then can the social system “project” react and tackle coping. Possibly the leadership will be handed over to a crisis manager.
  2. Planning and implementation of immediate measures to prevent immediate damage.
  3. Root cause analysis: Identification and analysis of the problem drivers or the new potentials that have caused the discontinuity.
  4. Showing alternative strategies and bringing about a decision: The project client is shown the alternative strategies and their consequences are described so that a decision can be made on the future direction of the project.
  5. Dealing with the discontinuity: Here the project is re-planned on the basis of the strategic specification, as well as the redesign of the environmental relationships.
  6. Future direction: The project crisis will be concluded with an act of communication. If a crisis manager has been appointed, he hands over management back to a project manager.

Success factors

Dealing with a project discontinuity requires a high degree of creativity and discipline on the part of the project team. Weaknesses have to be identified and eliminated, strengths have to be developed. The relationship with the stakeholders must be reassessed and redesigned. This requires diplomatic skills on the one hand, as well as assertiveness and on the other hand the ability to implement difficult, possibly unpopular decisions.

Individual evidence

  1. ^ R. Klimecki, G. Probst, P. Eberl: System development as a management problem, in: W. Staehle, J. Sydow: Managementforschung , Volume 1. Berlin 1991
  2. ^ A. Levy, U. Merry: Organizational Transformation: Approaches, Strategies, and Theories. New York 1986, ISBN 0-275-92147-6
  3. ↑ Cf. R. Paslack: Urgeschichte der Selbstorganization . Braunschweig 1991, ISBN 978-3-528-06423-5
  4. ↑ a b c d R. Gareis: Happy Projects! Vienna, 2006, ISBN 3-214-08438-0
  5. ^ G. Patzak, G. Rattay: Project Management. Vienna, 2004, ISBN 3-7143-0003-1
  6. ↑ Cf. Paul Watzlawick: How Real is Reality? Munich 1976, ISBN 978-3-492-24319-3