Spiritual Machines Create Challenges for Project Managers

Comment: This post was originally written August 2014. I have made a few updates and posted again May 2016. What I am going to talk about originated as a discussion from my Masters in Information Technology  program. This  may seem far fetched to many people but is an upcoming debate in the not-so-distant future. Holographic technologies have the potential to cause moral dilemmas for project managers who must implement these systems when they arrive. The early technology will be inanimate and mechanical in nature. As time passes this technology will combine with neural nets and biological computing to create life-like machines that could potentially develop self-awareness. It is never too early to debate the questions and challenges these systems pose.

Spiritual Machines Create Challenges for Project Managers

by

JT Bogden, PMP

Holography was commercially exploited as early as the 1960’s with the GAF viewfinder. As a young boy, I recall placing reels with images into a stereographic view finder looking at the comic book world of Snoopy and other stories of dinosaurs. Later, I explored holography deeper in technical books learning about how data is encoded in the collision patterns between reference and data beams. Science philosophy books explored the holographic universe and how the human eye-brain organ is a holographic system that interprets our world.

Scientists have struggled with the eye-brain to mind dilemma in humans. The brain is the mechanical operation while the mind is spiritual in character. Holographic systems store information in terms of ghostly images unlike conventional storage systems that store information in terms of attributes. According to Michael Talbot’s book “The Holographic Universe” holography’s ethereal images reflect the way the human mind processes reality. The human brain can suffer trauma loosing large areas of tissue but somehow retains unfettered memories and even character. Likewise, a curious quality of holography is that all the information is stored ubiquitously throughout the storage medium defeating divisibility short of catastrophic loss. Any divisible piece contains the complete information set. (Talbot, 1991) Thus, holography has the appearance of retaining the character or essence of the information stored despite failures and imperfections of where the data is embodied.

Current robotic research is developing systems that mimic human sensory and motor capabilities. Software and processing hardware emulates or mimics human neural circuitry to cause human-like actions including those emotional or to make human-like decisions. Both actions are mechanical in character operating based on local action. For example, tracking and catching a baseball in flight or if the baseball hits the robot instead to perform specific emotional responses. The elements of surprise and creativity are more or less spiritual in character and have not yet been mastered by science since they are not local actions that science deals with.  For example, reflecting on the flight of the baseball and describing it as screaming through the air is creative and not a local actions. In fact, self-awareness maybe a requirement to achieve surprise and creativity.

Holography's creates theological concerns since its resilient retention of information is not mechanical. Instead, holographic data storage is based on waveforms or electromagnetic energy patterns also known as light waves. These are often equated to spirituality. There are theological implications for example from the Judeo-Christian Bible makes parallels between light and the absence of light to spiritual existence. For example, in the Bible, Genesis 1.4; "God saw that the light was good, and he separated the light from the darkness.” Holographic ghostly images in storage and computational processing could depart silicon wafers and mechanical storage systems for the amino acids and proteins found in biological processing. Human tinkering could result in challenges by truly spiritual machines. If not careful these biological machines could develop a conscience and become annoyed with natural biological computers also known as humans. In the end, mankind’s technological conduct could potentially manufacture a nemesis. If for all the good in the world there is evil then the human responsibility is to dispense the good and forsake the evil. Holographic storage is the beginning of a computational era that has the potential to elevate or degrade mankind.

"The development of every new technology raises questions that we, as individuals and as a society, need to address. Will this technology help me become the person that I want to be? Or that I should be? How will it affect the principle of treating everyone in our society fairly? Does the technology help our community advance our shared values?" (Shanks, 2005).

The possibility of computational systems not based on silicone but amino acids and proteins, the building blocks of life, is clearly on the horizon and presents some puzzling questions. As these systems advance, project managers implementing these new systems could be faced with significant ethical and moral decisions. Literally, actions such as killing the 'power' on a living machine raises questions about life and the right to exist.  Will man-made biological computers perhaps through genetic engineering develop self-awareness, spirituality, and a moral code of their own? How far will this go? What other moral and ethical issues could arise from the advent of this technology?

Please feel free to comment. I would enjoy hearing from you.

References:

Lewis, C.S., August 2002. The Four Loves, Houghton Mifflin Harcourt, ISBN: 9780156329309

Englander, I. (2003). The Architecture of Computer Hardware and Systems Software: An information Technology Approach. (3rd ed.). New York: John Wiley & Sons Inc.

Kurzweil, Ray, 1999. “The Age of Spiritual Machines: When Computers Exceed Human Intelligence”, Penguin Books, ISBN: 97801402822023

Shanks, Tom, 2005. Machines and Man: Ethics and Robotics in the 21st Century, The Tech Museum of Innovation Website. Retrieved 21FEB09 from
http://www.thetech.org/exhibits/online/robotics/ethics/index.html

Talbot, Michael, January 1991. The Holographic Universe, Harper Collins Publishers, ISBN 9780060922580

Impacts of Complexity on Project Success

Commentary: This is the relevant portions of an extensive paper written in my Masters of Information Technology coursework.  The paper highlights a common concern among many project managers. That is the lack of quality information early in a project especially in complex projects.  The overall paper proposed research into project complexity and early planning efforts.

Impacts of Complexity on Project Success

by

JT Bogden, PMP

Introduction

Project management practice and principles have been maturing and continue to mature. The general paradigm to plan well applies to early project planning and has a significant influence on the success or failure of a project. This research is in support of identifying the key relationships between influential factors affecting scope and risk in complex projects during early project planning. Attention to the complexity is important since the nature of information technology, IT, projects are complex. Complexity tends to increases risk. "Project abandonment will continue to occur -- the risks of technology implementation and the imperfect nature of our IT development practices make it inevitable" (Iacovou and Dexter, 2005, 84). Therefore, this study is focused on the early information technology project planning practices when the project is vague and the outcomes are unknown and unforeseen. The purpose is to better manage scope gap early.

Problem Statement. Poor scope formulation and risk identification in complex projects during the early planning have lead to lower project performance and weakened viability. Therefore, project managers are challenged to manage these issues early in order to increase the project's viability and success.

Argument.  Project complexity influences performance just as taking shortcuts in a rush for results causes an outcome with complexity like characteristics. Lower performance outcomes may result from project essential factors relating to scope and risk objectives that are overlooked or not properly managed resulting in increased cost, delays, and/or quality issues that jeopardize the projects viability and success. 

Body of Works Review

This effort intends to explore the significant body of works that has emerged to date. Literature research was conducted across a diversity of project types in support of the research problem statement that poor scope formulation and risk identification of a complex project during the early planning affect project performance and project viability in relationship to complexity of the project. This is by no means the first time research of this nature has been explored in these three areas; scope definition, risk identification, and project complexity. 

The common threads in the body of works that has emerged spans decades to include project management as a whole, risk and scope factors that affect project success, information and communications challenges, and complexity impacts on scope and risk. The works researched in other disciplines provide many transferrable lessons learned. For example, construction and engineering projects have in common to information technology projects complexity issues as well as information reporting and sharing concerns. Other works from supporting disciplines contribute to factors on education, intellect, and learning in support of competency influences on risk. A 2001 trade publication article indicated that causes for failed projects tend to be universal.  The article's author, John Murray, concludes that information technology projects fail for a small set of problems rather than exotic causes (Murray, 2001, p 26-29).

In a 2008 construction project study, the researchers discussed the construction industries front end planning which is explained as the same as the project charter process. The works details a study of fourteen companies and their project planning processes then presents a model process. The study results are summarized into critical criterion of success. In conclusion, fifty percent of the projects did not have required information for front-end planning activities. Problem areas were identified in a follow on study to include weak scope and risk identification as well as other basic issues (Bell and Back, 2008).

The problems of scope definition researched in the body of works indicates that cooperative planning and information sharing have been key factors in developing scope. A 2007 study on concurrent design addressed the complexities and risk of concurrent design projects. The researchers posed a model of interdependent project variables. The linkages illustrate the direction of the communications or information sharing between the variables. In the researcher's analysis they conclude that through cooperative planning in the form of coupling and cross-functional involvement significantly reduce rework risk. Early uncertainty resolution depends on cross-functional participation (Mitchell and Nault, 2007).

The Technology Analysis and Strategic Management Journal published an article in 2003 discussing outsourcing as a means of risk mitigation. The outcome of the case under review was project failure due to a lack of clear requirements and poor project management. This was attributed to conflict and a loss of mutual trust between the outsourced vendor and the information technology client. The result was one vendor cutting losses due to weak commitment when compared to in house project support. The researcher suggested that shared risk may be effective in a partnership such as outsourcing but requires strong communication and some level of  ownership (Natovich, 2009, p 416).  This article's case study illustrates that cooperation is critical in information technology projects. A 1997 study discussed mobilizing the partnering process in engineering and construction projects during complex multinational projects. Researchers argued developing project charters fostered stronger partnerships and reduced risk. In general, the article promotes a shared purpose supported by a method based on vision, key thrusts, actions, and communication. The works offers management practices and predictors for conflict resolution and successful projects. One of the best predictors of success in high performance project managers is the ability to reconcile views rather than differentiate; influence through knowledge; and consider views over logic or preferences (Brooke and Litwin, 1997).

The literature has also indicated competencies of project members and conflict resolution have been key factors of interest. Northeastern University's explored strengthen information technology project competencies having conducted a survey of 190 employers finding that employers considered hands on experience, communications ability, and behavioral mannerism of the student among other attributes. The researcher makes a call for a mixture of improvements to student curriculum that involves project management skills both visionary and hand-on as well as group interaction (Kesner, 2008).  The efforts to strengthen competencies have not only been in traditional education institutions but also in professional organizations such as the American Institute of Certified Public Accountants (AICPA). A 2008 article discussed the accounting industry's approach to identifying and correctly placing information technology staff based on assessed competency levels. The AICPA is using a competency set that is found cross industry and levels of skill ("IT Competency", 2008).  Some dated literature is also indicating that in order to solve vague problem sets within complex project has centered on a willingness and ability to engage the vague circumstances, to think abstractly.  A 1999 psychology publication discussed the typical intellectual engagement involving a desire to engage and understand the world; interest in a wide variety of things; a preference for complete understandings of a complex problem; and a general need to know. The study associated intellect with the typical intellectual  engagement their environment in an intellectual manner, problem solve, believe they possess greater locust of control over the events in their lives (Ferguson, 1999, p 557-558).  Additional research is necessary in this area with this work being so dated.

In a 2006 article researchers sought to understand reporting to senior manager methodology regarding software development projects. The works discussed reporting and governance in an organization then break into four functional areas and further refine the best practices into a common view.  The researchers noted that little attention has been given to how senior managers and the board can be informed about project progress and offered several method of informing them. The researchers reported that senior managers need information grouped into three classes; support decisions, project management, and benefits realization assessments. The researcher then discusses a variety of reports and their attributes. The researchers concluded that senior managers and board members need effective reporting if they are to offer oversight to the software development project (Oliver and Walker, 2006).  Another 2006 study indicated that continuous reporting, information sharing, builds the case for compelling board member involvement based on four factors: cost overrun history, material expenditures, [software] complexity, and any adverse effects on the company (Oliver and Walker, 2006, p 58).

The challenges of project complexity management have utilized information technology governance as a key factor in project success.  Information technology governance has been sought as a framework to align organizational goals with project goals.  In a 2009 qualitative study, researchers sought to treat information technology governance, change management, and project management as closely related then stated a premise that information technology governance must be governed to ensure that problems due to weak governance are corrected.  They postulate the question how much information technology governance is a requirement. Then they organize information technology governance into three broad groups; corporate governance, scope economies, and absorptive capacity exploring these groupings. The researchers finally relate information technology governance to the enterprise at all levels discussing results of a survey given to numerous actors in the organization's CRM [Customer Relationship Management] projects. They also found that most companies surveyed had risk and problem management programs that were mature rather than given lip service. The problem areas that stood out were communicating with senior management as well as consultants and vendors. In conclusion, the researchers remark that information technology governance depends on senior management involvement and sound project management ability (Sharma, Stone, and Ekinci, 2009).

Given scope, risk and project complexity, information technology governance offers a framework for unifying organizational objectives.  Research completed in 2009 showed that information technology governance covers all the assets that may be involved in information technology, whether human, financial, and physical, data, or intellectual property (Sharma, Stone, Ekinci, 2009, p 30).  The same research has also shown that information technology governance required top down involvement stating that successful implementations of information technology governance depends on senior management involvement, constancy, and positive project management abilities (Sharma, Stone, and Ekinci, 2009, p 43).  Senior management requires information to be shared and a 2006 project journal publication supports remarking that continuous reporting builds the case for compelling board member involvement based on four factors: cost overrun history, material expenditures, [software] complexity, and any adverse effects on the company (Oliver and Walker, 2006, pp 50-58).

The body of works while much broader than sampled and demonstrates support and strength in a number of areas of the problem statement.  The literature selected ranges in date from 1997 to 2010 with the greater portion of the works were more recent, 2007 or thereafter. Some of the areas of work are dated or sparse. This indicates a need additional research such as in the area of problem solving abilities in vague or unclear circumstances.  While much of the research was across several industries principally from industry and trade journals in information technology, general construction, or engineering the project management principles and findings transferrable between project types. The works were also with several academic studies and only two open source articles.  Most of the works were authoritative under peer review. The dated works were cited more frequently than the more current works as to be expected.

The compelling thread line in the body of works is that scope and risk concerns influenced by project complexity with cooperation, information sharing, conflict resolutions, and competencies as significant factors in project success.

Discussion

Technology projects are challenged with a variety of factors that contribute towards the performance of the project. The body of works indicates that risk and scope complicated by project complexity directly influence project success from the outset. Thus, early project planning is crucial toward success. The body of works relating to the elemental aspects of competencies, information, cooperation, and conflict management offers historical support to risk and scope formulation. The one point that seemed to standout is information sharing and flow at all levels.  Additional research is necessary into the body of knowledge behind successful project managers and the relationship to the ability to reason through complex and obscure project problem sets as related to project related competencies. Dated literature indicates a relationship between the positive locust of control and willingness to engage abstract problems.

Commentary: I suggest that compartmentalizing a complex project into smaller projects should strengthen the locust of control and improve problem solving challenges. In short, the smaller problem set is more easily grasp than an overwhelming large set of problems. Thus, reducing risk and strengthening scope definition.  In breaking a complex project into smaller achievable projects, the organization will gain greater control over the entire process and gain incremental successes towards the ultimate goal. Continuous improvement would characterize such an evolution.  The master project manager must assess the order in which the smaller projects are completed. Some may be completed simultaneously while others may be completed sequentially. 

A risk of scope creep may be introduced as an outcome of mitigating scope gap. To remain focused all the projects must align with the organizational strategic objectives as they take strategy-to-task. New ideas need to be vetted in meaningful ways for the organization and aligned with the overall objectives in a comprehensive change management plan. 


Communication is also essential in managing complex projects. The use of a Wiki as a point of  foundational policies and information is often a best practice. 

Large scale sudden disruptions of an organization are required under certain circumstances. However, in most circumstances complex projects need to be properly broken into smaller manageable efforts then become part of a continuous improvement effort within the organization. 

References

(2004). Skills shortage behind project failures. Manager: British Journal of Administrative Management, (39), 7. Retrieved from Business Source Complete database.

(2008). AICPA's IT competency tool takes you down the path to success!. CPA Technology Advisor, 18(6), 60. Retrieved from Business Source Complete database.

Brooke, K., & Litwin, G. (1997). Mobilizing the partnering process. Journal of Management in Engineering, 13(4), 42. Retrieved from Business Source Complete database.

Chua, A. (2009). Exhuming it projects from their graves: an analysis of eight failure cases and their risk factors. Journal of Computer Information Systems, 49(3), 31-39. Retrieved from Business Source Complete database.

Ferguson, E. (1999). A facet and factor analysis of typical intellectual engagement (tie): associations with locus of control and the five factor model of personality. Social Behavior & Personality: An International Journal, 27(6), 545. Retrieved from SocINDEX with Full Text database.

Bell, G.R. & Back, E.W. (2008). Critical Activities in the Front-End Planning Process. Journal of Management in Engineering, 24(2), 66-74. doi:10.1061/(ASCE)0742-597X(2008)24:2(66).

Iacovoc, C., & Dexter, A. (2005). Surviving it project cancellations. Communications of the ACM, 48(4), 83-86. Retrieved from Business Source Complete database.

Kesner, R. (2008). Business school undergraduate information management competencies: a study of employer expectations and associated curricular recommendations. Communications of AIS, 2008(23), 633-654. Retrieved from Business Source Complete database.

Kutsch, E., & Hall, M. (2009). The rational choice of not applying project risk management in information technology projects. Project Management Journal, 40(3), 72-81. doi:10.1002/pmj.20112.

Mitchell, V., & Nault, B. (2007). Cooperative planning, uncertainty, and managerial control in concurrent design. Management Science, 53(3), 375-389. Retrieved from Business Source Complete database.

Murray, J. (2001). Recognizing the responsibility of a failed information technology project as a shared failure. Information Systems Management, 18(2), 25. Retrieved from Business Source Complete database.

Natovich, J. (2003). Vendor related risks in it development: a chronology of an outsourced project failure. Technology Analysis & Strategic Management, 15(4), 409-419. Retrieved from Business Source Complete database.

Oliver, G., & Walker, R. (2006). Reporting on software development projects to senior managers and the board. Abacus, 42(1), 43-65. doi:10.1111/j.1467-6281.2006.00188.x.

Seyedhoseini, S., Noori, S., & Hatefi, M. (2009). An integrated methodology for assessment and selection of the project risk response actions. Risk Analysis: An International Journal, 29(5), 752-763.

doi:10.1111/j.1539-6924.2008.01187.x.

Sharma, D., Stone, M., & Ekinci, Y. (2009). IT governance and project management: A qualitative study. Journal of Database Marketing and Customer Strategy Management, 16(1), 29-50. doi:10.1057/dbm.2009.6.

Skilton, P., & Dooley, K. (2010). The effects of repeat collaboration on creative abrasion. Academy of Management Review, 35(1), 118-134. Retrieved from Business Source Complete database.

Sutcliffe, N., Chan, S., & Nakayama, M. (2005). A competency based MSIS curriculum. Journal of Information Systems Education, 16(3), 301-310. Retrieved from Business Source Complete database.

Vermeulen, F., & Barkema, H. (2002). Pace, rhythm, and scope: process dependence in building a profitable multinational corporation. Strategic Management Journal, 23(7), 637. doi:10.1002/smj.243.

ITIL Affects Measurable Organizational Value

Commentary:  This posting has had over 3500 reads and is in the top all time posts.  

ITIL Affects Measurable Organizational Value

by

JT Bogden, PMP

ITIL, Information Technology Infrastructure Library, is an emerging standard that congeals and stabilizes best practices for information technology implementations within an organization. The standard focuses on service delivery levels and operational guidance. Wrapped up in these two focus areas are activities that were already in practice in many organizations and are now focused under the ITIL standard. The standard now offers a baseline from which to establish an organizations service level and system performance. But what does that mean in terms of Measurable Organizational Value, MOV?

The first thing we must understand is MOV is aligned with the organizations strategy and it's ability to extract benefit from it's efforts. MOV is not about how well the company or it's staff do their jobs. Instead, MOV relates to the achievement of strategic objectives the organization seeks.  The strategic objectives could involve many aspects of the organization to include sustainability and profitability as well as corporate governance objectives.

The measurement of organizational value closely follows Effect Based Outcomes, EBO, methodology. In EBO objectives are established. Each each objective may have two or three associated effects. Each effect may have one or two Measurements of Effectiveness, MOE's. For example, the following objective, effects, and MOE's may be typical of a company launching a social media campaign.

  O.1 Promote a social media campaign

         E.1.1 An increase/decrease in customer awareness of services

              MOE.1.1 The number of customer queries about the services

         E.2.1 An increase/decrease in customer participation of service design

              MOE.2.1 The number of service enhancement suggestions

An additional element, indicators, are used to establish decision points and refocus resources. For example, once customer suggestions reach 100 per week a decision is made that the customer participation program is mature. Funding for this program is rolled back to sustainment levels and the money is refocused into other efforts. The MOE is then monitored continuously for a decision point when a decrease to 50 customer suggestions per week is hit. Then resources are allocated to increase awareness to the program. This is typical MOV initiative to sustain  the desired effects and objective achievement.

Throughout the organization, various factors affect the availability of resources used to achieve MOV. ITIL provides a framework for managing those resources. Essentially, ITIL impacts MOV in many ways. While MOV is focused on organizational objectives, how well the organization stays focused and executes its tasks contributes to improved or strengthened MOV. For example, Activities that:

• Reduce costs. 
• Improve IT services through the use of proven best practice processes.
• Improve customer satisfaction through a more professional approach to service delivery.
• Support standards and guidance.
• Improve productivity.
• Improve use of skills and experience.
• Improve delivery of third party services through the specification of ITIL or ISO 20000 as the standard for service delivery in services procurements.

ITIL has an impact on available resources that are applied to improve MOV initiatives.  Additionally, ITIL is linked to MOV through its service levels which are tied to strategic objectives of the organization. 

• Service Strategy. The service strategy aligns IT with the business objectives which are measured in terms of MOV.
  
• Service Design. This structures the IT architectures in support of operations creating policies that impact MOV. Attention must be given to ensure that the policies are not counter productive but instead support the organizational objectives. Streamlined policies en-culture optimized processes and resource utilization increasing resource availability for MOV initiatives.
  
• Service Transition. This is focused on change management. The purpose of change management is to stay focused on the organizational objectives and avoid costly detours which can impact MOV if not in alignment.
  
• Service Operation. This covers delivery and control processes ensuring stability. All to often during the operations and maintenance phase environmental variations can lead the operations away from the objectives. This keeps the focus on MOV.
  
• Continual Service Improvement. This is concerned with 'tweaking' the IT service management. It wraps up best practices and processes like lean, Six Sigma, TQM, etc... in a incremental continuous improvement process. These are course corrections that emphasize MOV and increase reources available for MOV initiatives.

Overall, Measurable Organizational Value, MOV, is closely coupled to ITIL in terms of strategy-to-task service levels.  Systems of systems thinking ties all aspects of the organization into its productive achievement of MOV and its initiatives.

This posting has had over 700 reads and is in the top all time posts.