Chapter 12: Conclusion
We have discussed five levels of project complexity. We have suggested the
project approach need be established in the context of the five and that management
considerations cannot be reduced to a form simpler than the five without abrogating
essential management responsibility. In other words:
Level 1 The plan is in place, it has been reduced
to a set of process rules, follow the rules while seeking opportunity to improve.
Level 2 put the plan in place plan the work, then work
Level 3 put a plan in place that will get you to the next marker
managing through financial optimization, establish a plan for how and when
you will review performance and adjust the plan.
Level 4 notwithstanding the project you think you have, reflect
on the mission and vision for the corporate entity, establish the external determinacies,
transform the entity to maintain its vitality in the new world, as a secondary
interest consider how to segue to an optimal variant of the intended product.
Level 5 establish a concept of the public will, test it through
debate, implement in conformance with the public will.
We discussed the project team and the importance of the team's perseverance
in bolding going where no one has gone before. It is hoped the five levels will
shed some light on their challenge, provide an enhanced corporate management appreciation
for their efforts and, thereby enhance motivation. The 10 commandments of
the DBM are provided below for ease of reference.