Comments: Projects are short sided when they seek a deliverable that is not aligned with strategy and does not deliver some sort of business, market, or operational effect. The Effects-Based method seeks to go beyond traditional deliverables aligning strategy-to-tasks and seeks desirable outcomes or effects as a deliverable. This book blends the Agile project methodology with the Effects-Based method as both are iterative and center on high uncertainty and complexity.
In developing this book, I drew on my experience as well as from the works of numerous experts in the business of complexity, effects-based operations, and project/operations management. This first edition while somewhat breakthrough to industry is not new but combined in a new way for business and private sector application.
Effects-Based Operations in Project Management
By
James T. Bogden, PMP
We have left the Information Age and entered the age of the hybrid. Systems we encounter in our work and everyday life are creating more uncertainty with higher degrees of complexity. Causes and solutions to problems, outcomes, are more apt to produce sales than selling things, services, and slogans. Slogans like family owned means little to a buyer. Likewise, buying things or services is what is being sold but are not in themselves a cause or solution, an effect or outcome, to their predicament. The goal of any project is to create an effect or outcome for the market and the company that ultimately results in a measure of success such as profitability, market share, some sort of messaging, or other measure. Simply initiating a project to do something like install a server, run an ad campaign, or open a new office is short sighted. By doing those activities what is the company seeking to achieve? Ask yourself, Why is this being done? Begin with the WHY then the WHAT will follow.
Complexity is at the root of many challenges in that systems and networks (social, logistical, informational, etc…) have become so complex that when someone takes action that stimulates the system the effect is not easily predictable. However, by reducing the complexity problem to something more manageable not only will the network or system become more understood but outcomes can be limited to a smaller set that becomes more manageable. My new book goes through the process of achieving effects and producing things. I have outlined the chapters four your review.
Chapter two provides a complexity model and means to reduce the problem set to something more manageable.
Chapter two provides a complexity model and means to reduce the problem set to something more manageable.
Chapter three discusses how to formulate strategy in a deliberate and purposeful manner by drawing on one U.S. military method adapted to the civilian domain. Having sound strategy is crucial to having vision, direction, and guidance so that activities may for focused as resources and limited.
Chapter four discusses the general Effects-Based method developing an understanding how to perform the process of taking strategy-to-task then measuring effectiveness.
Chapter five discusses Agile then blends the Effects-Based method into the Agile Micro-dynamic work flow providing a broadened model. The new model expands project efforts beyond a deliverable to attempting to achieve and outcome or effect then selects a means to achieving that effects objective.
Chapter six looks at uncertainty providing hip pocket or on-the-fly tools to access causes and effects then identify risk event for resolution. The complexity model discussed earlier provides a basic means from which to identify risk.
Chapter seven discusses the old-school method of programmed management in lieu of policies and expeditors. The use of policies results in low performing organizations which suppresses aspiring leadership in the organization. Also discussed in this chapter is agility which as principle reason the Agile and the Effects-Based methods
Chapter eight concludes the topic balancing theory and practice.
Chapter eight concludes the topic balancing theory and practice.
My focus was to create this process in way that project and operations managers, PMs & OMs, would have tools and methods that are not cumbersome but quick and readily applied. In my experience, PMOs and companies often create administrative overhead that is unnecessary and shifts efforts to making reports and artifacts pretty rather than effective use of time and resources to get the job done.
The Book is currently sold on Amazon in print and eBook form for Kindle.
References:
Bogden, J.T. (2019). Effects Based Projects: A practical guide that Puts Strategy-to-Tasks When Complexity and Uncertainty are High. Bogden: Nashville.
Please feel free to email me at JamesTBogden@gmail.com or comment here about the book Effects Based Projects..
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