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Lagomizing, Organic Integration, And Systems Emergency Wards: Innovative Practices In Managing Complex Systems Development Projects

机译：泻药，有机整合和系统紧急防护区：管理复杂系统开发项目的创新实践

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In complex systems development, project management is a key factor for innovation, for bringing together system capabilities to actually working systems and taking them to the customer. The critical question then is: How can successful project management in this field be conceptualized, practiced, and understood? In the extant literature, there is a plethora of suggested tools for advanced planning and scheduling, for system decomposition and modularization, and for reducing interdependencies and avoiding errors. There is also a growing criticism of these "planning approaches," suggesting various contingency and flexibility approaches, to reflect and adapt to complexity and change. This critique, however, tends to lack grounded suggestions for effective managerial practices and does not distinguish between general flexibility needs and specific project structures required to make complex systems development at all possible. This article centers on the development of large, complex systems with an empirical focus on the telecom industry. Key challenges here, it is argued, are to understand complexity, reduce complexity, and rapidly act on the consequences of complexity to ensure timely delivery of reliable and predictable systems to highly demanding customers. To cope with these challenges, a set of innovative practices has been developed within Ericsson, a world leader in mobile network systems. We focus on three such practices, which together represent examples of a "neo-realistic" approach to project management: (1) lagomizing, a top-down redefinition of project goals to reduce complexity and transform expectations; (2) organic integration, an articulation and visualization of a shared understanding of system capabilities; and (3) Systemoakut, the Systems Emergency Ward, a real-time, high-visibility agora for managing integration, handling errors, and making swift decisions and in public. The study is based on a research methodology involving knowledge coproduction, where the team of authors represents both academic knowledge and practitioner experience of managing innovations in complex systems development projects.
机译：在复杂的系统开发中，项目管理是创新的关键因素，它将系统功能整合到实际工作的系统中并带给客户。那么关键的问题是：如何才能概念化，实践和理解该领域成功的项目管理？在现有文献中，有许多建议的工具用于高级计划和调度，系统分解和模块化以及减少相互依赖关系和避免错误。对这些“计划方法”的批评也越来越多，它们提出了各种应急措施和灵活性方法，以反映和适应复杂性和变化。但是，这种批评往往缺乏有效管理实践的扎实建议，也没有区分一般灵活性需求和使完全可能的复杂系统开发所需的特定项目结构。本文重点研究大型复杂系统，并以经验为重点研究电信行业。有人认为，这里的关键挑战是了解复杂性，降低复杂性并迅速应对复杂性的后果，以确保及时向可靠的系统交付高要求的客户。为了应对这些挑战，全球领先的移动网络系统爱立信内部已经开发出一系列创新实践。我们关注三种实践，它们共同代表了项目管理的“新现实”方法的示例：（1）合法化，自上而下重新定义项目目标，以降低复杂性并转变期望； （2）有机整合，对系统功能的共同理解的清晰表达和可视化； （3）Systemoakut，即系统紧急病房，一种实时的，高度可见的，用于管理集成，处理错误以及迅速做出决定并公开进行的活动。这项研究基于涉及知识共同生产的研究方法，作者团队代表了在复杂系统开发项目中管理创新的学术知识和实践经验。

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