Viable Systems Modelling for Project Management part 6

We have finally reached System 5 in our survey of the Viable Systems Model and how it applies to project management. As noted in the previous article, System 5 is responsible for top-level decisions.

Viable Systems Modelling for Project Management part 5

You can divide project management into three very broad areas of activity: governance, management and work stream activity. If you’ve followed this series on VSM so far you’ll hopefully realise that System 1 (operations) maps on to work stream activity, and Systems 2 and 3 map on to management. So it doesn’t take a genius to realise that governance maps on to Systems 4 and 5.

Flow and bottleneck game

This game simulates the flow of items between workstations and can be used to demonstrate a number of Lean flow and variation principles. The basic set-up is to have a number of “workstations” (these could also represent teams or single workers) in a chain. Items are added to one end of the chain and output at the other. Each workstation uses dice to decide how many items are processed (the throwing of the dice simulating random variation within the limits of 1 - 6). The number of outputs is recorded over a number of cycles.

Viable Systems Modelling for Project Management part 4

In Stafford Beer's VSM systems, Systems 1 and 2 are concerned with the operations of the system (see previous posts). However in any system there is the need to intervene if the operations are potentially in conflict (which can cause oscillation) or not doing what the system needs in a changed environment. This is where the higher-level systems, 3, 4 and 5, come in, and this article deals with System 3.

Viable Systems Modelling for Project Management part 3

My last post explained how the first of Stafford Beer’s VSM systems, System 1, can be applied to project management. Now we continue with looking at System 2. For a reminder of the whole VSM model see my overview post.

Viable Systems Modelling for Project Management part 2

In my previous post I introduced Stafford Beer’s Viable Systems Model (VSM) and how project management can fit in with it. In this part we’ll be looking at the first of his five systems: System 1 – Operational Units.

Viable Systems Modelling for Project Management part 1

In my previous post I launched this series of posts by explaining why I thought project management is derived from command and control management thinking, and that there is a “better way” based on systems thinking. In this post in the series on that alternative approach I’ll be giving a brief overview of Stafford Beer’s Viable Systems Model (VSM) and how project management can fit in with it.

Why I hate project management

I hate the term "project management" and I'm a project manager! Project management implies that "projects" can somehow be "managed", and derives from the traditional command and control mindset that (still) pervades too many organisations.

Process mapping for the uninitiated - part 4

In part 1 we looked at what process maps (or models) are and what they are used for. We also explored how to create an as-is map in a workshop. In part 2 we considered drawing up the map in a graphical model and part 3 looked more closely at the BPMN (Business Process Modelling Notation) method. In this final part we concentrate on the creation of to-be models.

Process mapping for the uninitiated - part 3

In part 1 we looked at what process maps (or models) are and what they are used for. We also explored how to create an as-is map in a workshop. In part 2 we considered drawing up the map in a graphical model: here we look more closely at the BPMN (Business Process Modelling Notation) method.

Process mapping for the uninitiated - part 2

In part 1 we looked at what process maps (or models) are and what they are used for. We also explored how to create an as-is map in a workshop. Now we'll go on to look at drawing up the map in a graphical model.

Process mapping for the uninitiated – part 1

Maybe you have seen a process map and wondered how to produce one, or you’ve heard others talking about them and wondered what it’s all about. Hopefully this article will help you to:

1. Understand what a process map (or model) is;
2. When and where to use one;
3. How to go about creating one

A Project selection Primer

When is a project not a project?

The seemingly simple word "project" seems to mean so many different things to different people, in spite of definitions by the likes of PMI, APM, etc.