Controls in the C21 – What works / What’s
economist is an expert who will know tomorrow, why the things he
predicted yesterday, didn’t happen today!
J. Peter 1919 - 1988
Projects, Programs, Complexity, Controls, Stakeholders.
Controls in the C21 –
What works / What’s fiction [P083]
paper takes a controversial look at cost benefit and
‘usefulness’ of scheduling, cost control and Earned
Value systems as project control mechanisms versus their use as pro
active project management aids. Project management is
transitioning from a focus on the ‘iron triangle’
of time, cost and output (scope + quality) defined in the late 1960s;
towards a future that focuses on maximising stakeholder value through
the effective application of ‘soft skills’ in an
environment that increasingly recognises ‘risk’,
‘uncertainty’ and ‘complexity’
as key challenges facing the project team. For the tools that defined
‘project management’ to remain relevant in the 21st
Century a new paradigm is needed, this paper suggests the changes in
skills, attitudes and practices needed to keep scheduling, cost control
and EV relevant in the coming years. Updated with the latest
trends (May 2014) presented to the AIPM Controls SIG.