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Shenhar And Dvir 2007

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Shenhar & Dvir 2007: Deconstructing the Success of Complex Projects – A Q&A Approach



Introduction:

Q: What is the significance of the Shenhar & Dvir 2007 paper, "Replicated and Adapted Product Development Processes: The Role of Project Management"?

A: The Shenhar & Dvir 2007 paper is a landmark contribution to project management, particularly in the context of complex projects. It introduces a groundbreaking framework for understanding and managing the development of complex products and systems. Its relevance stems from the increasing complexity of projects across various industries, from aerospace and pharmaceuticals to software development and infrastructure. The framework helps organizations improve project success rates by focusing on the interplay between project management and the inherent characteristics of the project itself.


I. The Project Life Cycle and its Phases:

Q: How does the Shenhar & Dvir model categorize project life cycles?

A: Shenhar & Dvir propose a typology of project life cycles based on two dimensions: the degree of novelty (the extent of uncertainty and unknown elements) and the degree of complexity (the number of interacting elements and dependencies). This creates four distinct life cycle profiles:

1. Simple: Low novelty, low complexity. Think of routine tasks like building a standard house based on established blueprints. The process is largely predictable.
2. Complicated: Low novelty, high complexity. This involves intricate processes with many interconnected parts, but the underlying technologies and procedures are well-understood. An example is building a large-scale software application using established coding practices.
3. Complex: High novelty, high complexity. This represents projects with high uncertainty and intricate interdependencies. A prime example is developing a new type of aircraft engine, where technological breakthroughs and unexpected challenges are likely.
4. Chaotic: High novelty, low complexity. This is a relatively rare type where the high degree of uncertainty and novelty outweighs the complexity of individual tasks. Imagine trying to launch a new product in a rapidly evolving market with unforeseen competitor actions.

Q: How does this categorization influence project management practices?

A: The framework highlights the need for adapting project management methodologies to the specific life cycle profile. Simple projects require routine processes and less stringent control, while complex projects need flexible, iterative approaches emphasizing learning and adaptation. This means employing different leadership styles, communication strategies, risk management techniques, and team structures depending on the project's characteristics.


II. The Role of Replication and Adaptation:

Q: What is the importance of replication and adaptation in project success according to Shenhar & Dvir?

A: The core argument of Shenhar & Dvir centers on the strategic use of replication and adaptation. Replication leverages past experiences and proven practices, increasing predictability and reducing risk. Adaptation, on the other hand, acknowledges the need for flexibility and adjustments when faced with unforeseen circumstances or novel challenges.

Q: Can you provide examples of replication and adaptation in real-world projects?

A: Consider car manufacturing. Replicating a successful model means using proven assembly lines and processes for subsequent production runs. However, adapting to changing consumer preferences might require modifying the design or introducing new features, necessitating flexible production lines and design changes. In software development, adapting to new user feedback might involve agile development methodologies, iteratively incorporating changes based on real-time user interactions.


III. Project Success and Measurement:

Q: How does Shenhar & Dvir define project success and how is it measured?

A: Shenhar & Dvir emphasize a multi-faceted view of project success. It's not solely defined by meeting the budget and schedule but also encompasses achieving the project's goals, satisfying stakeholders, and building organizational capability. They suggest that success measurement should be tailored to the specific project's context and life cycle profile. This could involve tracking key performance indicators (KPIs) specific to each phase of the project life cycle, including cost, schedule adherence, quality metrics, customer satisfaction, and employee morale.


IV. Implications for Project Management Practice:

Q: What are the practical implications of Shenhar & Dvir's framework for project managers?

A: The framework offers valuable guidance for project managers on several aspects:

Project selection and prioritization: Understanding the novelty and complexity of potential projects enables better informed decisions on whether to undertake a project and how to approach it.
Resource allocation: Different life cycle profiles require different resource allocations. Simple projects may need less intensive oversight, while complex projects require more experienced personnel and flexible resource pools.
Risk management: The framework helps identify and mitigate risks more effectively by tailoring risk management strategies to the specific project characteristics.
Team composition and leadership: Different leadership styles and team structures are needed depending on the project's novelty and complexity.
Process selection and adaptation: The framework guides the selection of appropriate methodologies and the level of flexibility required throughout the project.


Conclusion:

The Shenhar & Dvir 2007 paper provides a valuable framework for understanding and managing the complexities of project development. By categorizing projects based on novelty and complexity and emphasizing the strategic use of replication and adaptation, the framework helps organizations improve project success rates. Understanding the life cycle profiles and tailoring project management approaches accordingly are crucial for achieving project goals and building organizational capabilities.


FAQs:

1. Q: How does the Shenhar & Dvir model compare to other project management methodologies like Agile or Waterfall? A: Shenhar & Dvir's framework is not a methodology in itself but rather a framework for choosing and adapting methodologies based on project characteristics. Agile methodologies are well-suited for complex projects emphasizing iterative development and adaptation, while Waterfall might be appropriate for simpler projects with well-defined requirements.

2. Q: Can a single project span multiple life cycle profiles? A: Yes, a project might transition through different life cycle profiles as it progresses. For example, the initial stages might be characterized by high novelty and complexity, while later stages become more complicated as solutions and processes are established.

3. Q: How can organizations implement the Shenhar & Dvir framework? A: Implementing the framework involves a multi-step process including: (1) assessing the novelty and complexity of projects, (2) selecting appropriate project management methods based on the identified profile, (3) establishing robust monitoring and control mechanisms, and (4) fostering a culture of learning and adaptation.

4. Q: What are the limitations of the Shenhar & Dvir model? A: The model's simplicity can be a limitation. The categorization into four distinct profiles might not perfectly capture the nuances of all project scenarios.

5. Q: How can the framework be applied to service projects? A: The framework's principles are applicable to service projects as well. The novelty and complexity dimensions can be applied to assess the uncertainty and intricacy of service delivery processes, enabling selection of suitable methodologies and resource allocation strategies.

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