Has anyone applied systems thinking in their role as a PM? As today's projects become increasing complex, especially when digital aspects are included, I believe a systems of systems approach is required to truly understand project interdependencies and touch points. Saving Changes...
Thanks Steve for this thoughtful question. To be clear, from my perspective I took your thoughts to mean that you recognize that project management within an organization is nested within the greater, overarching system of management of that organization. As project managers, functional managers and their people learn, they cannot outperform the system of management resources their executive management provides. This “System of Executive Management Resources” includes and goes well beyond financial means.
As you note later in thread:
“They have PMs, systems architects, and dozens of experienced staff, but there seems to be no one person who "owns" the solution or capability. The CTO is not really in tune with the latest technology, and sales people make fantastic pitches which never fully materialize.
I also see this within our organization. The complexity of interconnected/ interdependent equipment/ capabilities seems to be too much for many to grasp. The result is the traditional "silo" approach, which in the end only produces a capability or "benefit" that is not fully realized.”
All of which means that unless and until the executive management of the project management organization recognizes, finally accepts, and embraces publicly that their observable, routine behaviors sets the culture in place senior and middle management, project management and functional management can believe, project proposals will continue to be priced around 15 to 30% profit. And when those projects are completed, if the project returns 3 to 5%, there will be celebration.
Leading across your internal cultures will require learning and expertise beyond your current technical expertise. Some say it involves more education, training and development in psychology.
And all psychology is social .
Cheers,
Bill
William - This is not exactly what I meant, but what you mention is absolutely true. This is not only true within our organization, but I think PMI as well. PM, IMHO, is really an extension of systems engineering/ thinking, but PMI does not see it that way. Why you might ask? I would dare to say, that it doesn't fit their business model very well. Yes, PMI is a non-profit, but it is in the business of granting certifications, and per wiki, had a revenue of USD$270M (2017). Requiring a form of systems engineering/ thinking approach to PM would greatly diminish their prospects IMHO, and hence their reluctance to move in this direction. For larger, more complex projects, they are really missing out on an integral part of PM (systems engineering). Saving Changes...
Al ShallowayFounder and CEO| Success EngineeringEdmonds, Wa, United States
I highly recommend everyone watch this 12 minute video:
What if Russ Ackoff Had Given a Ted Talk.
Best talk on systems thinking I know.
https://www.youtube.com/watch?v=OqEeIG8aPPk Saving Changes...
Stephen NyerwanireProject Manager| LOKIKA ENTERPRISES LTDKampala, Central Uganda, Uganda
Project Management & Systems Thinking is the way to go to minimize project failures most especially in developing economies public institutions Saving Changes...
Greg GithensAuthor, "How to Think Strategically." Executive & Leadership Coach| Catalyst & Cadre LLCLakewood Ranch, Fl, United States
To your question, have you used systems thinking? My response is "yes." I delivered a paper on it to the PMI North American Congress in 2000, with the title of "Strategies for Balancing the High-Wire Dynamics of Product Innovation." I continue to use the concepts.
Since no previous commenter has mentioned it, I'll add that Systems Thinking as a jargon phrase was popularized in Peter Senge's best selling book, The Fifth Disciple. Senge said that systems thinking was THE fifth discipline that tied the other four disciplines: personal mastery, mental models, shared vision, and team learning.
Systems thinking, in Senge's vernacular, is an extension of systems dynamics. It's understandable because he was at MIT at the time he wrote the book, and MIT is the place where the tools of systems dynamics were (and continue to be) popularized.
I also briefly discuss systems thinking in my book, How to Think Strategically, where I compare strategic thinking with critical thinking, creative thinking and systems thinking. Figure 3-2 is captioned, "Strategic thinking shares some but not all characteristics with other styles of thinking."
I explain that systems thinking shares with strategic thinking an intent to understand the consequences (intended and unintended) of policy. Too, both strategic thinking and systems thinking attempts to understand, through models, the current situation and to anticipate the change of that system. Saving Changes...
Florian BomboSenior Research Officer| National Audit Office of TanzaniaDodoma, Tanzania, United Republic Of
Certainly, systems thinking is crucial yet underutilized, particularly in the context of the public sector, such as local government authorities (LGAs).
In my experience, many LGAs operate in silos and often lack the integrated perspective required to manage today’s multifaceted projects, especially those involving digital components or inter-sectoral collaboration. One significant challenge is the limited application of systems thinking due to a skills gap among those assigned to manage or supervise projects.
Project supervision roles in local government are frequently filled without rigorous consideration of professional competencies in project management. Appointments are often based on availability rather than expertise. As a result, individuals without formal training or certifications such as PMP® or equivalent are tasked with managing complex initiatives without the tools or frameworks needed to approach projects as interconnected systems.
This disconnect frequently leads to fragmented planning, missed interdependencies, and ultimately, project delays or suboptimal outcomes. For example, failure to align infrastructure development with digital service delivery or community engagement strategies can render otherwise well-funded projects ineffective.
Adopting a systems-of-systems approach would enable LGAs to better anticipate cascading effects, optimize resource use, and improve service delivery. However, this requires a deliberate investment in building professional capacity in project management and embedding systems thinking as a core organizational value. Saving Changes...
