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Strategy
20 Jul 2024
Introduction
In Quantum Project Management I
continued a journey which has spanned
several decades as I first studied the
unacceptably high “failure” rates of large
complex projects, identified some root
causes and suggested various focus areas
1
2
Expert Insights
By Bob Prieto
Quantum Project
Management, Large
Complex Projects, and
Entanglement
Quantum Project Management, Large Complex Pr…
Saved to Dropbox • Sep 5, 2024 at 7:57 AM
causes and suggested various focus areas
to address the observed deficiencies. Along
that journey, I observed that classical project
management theory failed us at scale and
complexity, constrained by its founding and
grounded on straightforward, decomposable
projects that were well-bounded. At various
points along that journey, I compared what
needed to happen as being analogous to the
break in thought and theory that occurred as
both quantum theory and relativistic theory
emerged in the physics domain. I suggested
that a new theory of project management
needed to emerge and suggested some of
the analogies which linked the required
elements of this new theory even more
closely to the transformations that quantum
and relativistic theories brought to classical
physics.
2
3
While this journey began with a focus on
scale, today, it is focused on complexity and
scale. Along the way, the importance of
system thinking became even more
apparent, as did the open systems nature of
large . and
their stakeholders were ever more important
complex projects Stakeholders
their stakeholders were ever more important
elements in the open systems context,
which is the nature of all quantum systems
and, in effect, were a large part of the
spacetime in which a project is set. This
spacetime, or surrounding ecosystem if you
will, is highly determinative of ultimate
project success or failure, and as such, the
behaviours and futures of the project and
ecosystem are intimately entangled.
4
This entanglement is something witnessed
in quantum systems and, importantly, is the
value-adding property in quantum
computing . In larger systems, systems at
scale, there had been an open question as to
whether the effects of entanglement would
be measurable and observable. This open
question has now been addressed in
observations related to the chaotic orbit of
Hyperion, one of the moons of Saturn, where
its chaotic orbit can be described as
resulting from the combined consideration
of that moon, the dust and photons striking
it.
5
The Quantum Analogy
In quantum mechanics, we describe
quantum properties in the form of a wave
function represented by Ψ. This can be
thought of as the probability distribution
associated with a particular behaviour or
property, such as spin. In large systems, it
had been assumed that the combined
individual randomness would average out
over time and be described as more
classical. This, however, is not necessarily
the case, as was observed when studying
the chaotic orbit of Hyperion. This chaotic
the chaotic orbit of Hyperion. This chaotic
orbit is better understood by considering the
behaviour of the larger system of which
Hyperion is part, including that moon itself
together with the dust and photons striking
it.
This can be described such that:
ΨObserved = ΨMoon + ΨDust +
ΨPhotons
The interaction of dust and photons with the
moon causes their wave functions to
become entangled, and it is this
entanglement that results in the complex
and chaotic orbit we observe. This particular
type of entanglement is called Chaos
Entanglement and systematically generates
chaotic dynamics by entangling multiple
stable linear systems such as the moon, dust
and photons.
The entanglement functions create artificial
chaotic behaviour in each subsystem (moon,
dust, photon), resulting in a chaotic overall
system. In other instances, chaos
entanglement opens possibilities for
entanglement opens possibilities for
engineering applications, such as chaos-
based secure communication. In the world
of large complex projects, chaos is not
welcomed, and we often fail to estimate the
effects of entanglement.
Entanglement in Large
Complex Projects
Projects can be theoretically described by a
wave function. In a bounded environment
(such as what Gantt posited), one isolated
from any external influences, the project
behaves classically, and the wave function
collapses to what conventional project
management theory describes.
Entanglement: Entanglement is a
phenomenon where the properties of
two or more objects become
correlated in such a way that the state
of one object cannot be described
independently of the state of the
other(s). Changes to one entangled
object will instantaneously affect the
others, regardless of the distance
between them. We witness this
correlation at scale in LCP and often
observe, in hindsight, the deleterious
effects of second and third-order
coupling.
The whole of the LCP can no longer
be described just by the sum of its
parts. Importantly, the LCP must be
looked at in a broader system of
systems context, where the effects of
entanglement become even more
significant. System of Systems (SOS)
problem sets have no singular
deterministic solution.
This entanglement can extend beyond
the proper boundaries of the LCP
itself, encompassing elements of the
surrounding ecosystem.
But projects, especially large complex
projects (LCP), are not isolated from external
influences but rather entangled, and as a
result, the correct wave function includes
both the classical description of the project
as well as the wave functions associated
with each of the external influences, show
below as stakeholders but can include
broader external factors.
We can write this as:
ΨLCP Actual = ΨLCP Classical/Bounded +
ΨStakeholder 1 + ΨStakeholder 2 +
ΨStakeholder 3 …. ΨStakeholder
n
This combined wave function for this open
system does not collapse to its classical
outcome but rather to something else. If the
external influences are persistent, significant
chaos is possible, as we saw with Hyperion.
Sources of Entanglement
Interdependencies, interactions, and
complexities arise when managing large
complex projects. These projects involve
multiple stakeholders, intricate processes,
and various subsystems. As a result, they
become entangled due to dependencies,
uncertainties, and dynamic interactions.
Traditional sources of entanglement
include:
Influencing Flows – These arise from
the surrounding spacetime or
the surrounding spacetime or
ecosystem in which the project resides
and is an integral part. These flows very
much epitomize the open systems
nature of large complex projects and are
characteristic of projects with multiple
stakeholders.
Scope Changes - Frequent scope
modifications can lead to entanglement.
When requirements evolve, it affects
project components and schedules.
These scope changes may arise
internally, especially if strategic business
objectives (SBOs) have not been clearly
articulated, agreed to and continuously
communicated. They also arise from
outside the project from any one of the
plurality of stakeholders acting directly
or indirectly on the project.
6
Resource Constraints: Limited
resources (such as skilled labour,
materials, or equipment) can cause
bottlenecks and delays, leading to
entanglement. Constraints may be
direct or coupled (indirect) and can
include temporal coupling.
7
Communication Challenges: Poor
communication among project teams,
communication among project teams,
stakeholders, and contractors can
create misunderstandings and conflicts.
Continuous alignment is essential to
minimize unneeded entanglements.
8
Risk and Uncertainty: Unforeseen risks,
market fluctuations, and external factors
introduce complexity and entanglement.
Risk models must reflect the fat tails
associated with large complex
systems.
9
Conclusion
In Hyperion, we see chaotic behaviour that
results from persistent interaction with a
large number of small entanglements.
Collectively, they are small but impactful,
although they are just a fraction of Hyperion
itself. In large complex projects, the
cumulative impact of all stakeholders, all
externally derived entanglements, can be
even more significant.
Quantum Project Management provides a
robust framework for understanding and
gaining new insights and management
gaining new insights and management
strategies for large, complex projects.
References:
Prieto, R. (2024). Quantum Project Management
PM World Journal, Vol. XII, Issue I, January 2024.
1
Quantum_Project_Management
Prieto, R. (2011). The GIGA Factor; Program
Management in the Engineering & Construction
Industry Construction Management Association of
America ISBN: .
2
978-1-938014-99
The_GIGA_Factor_Program_Management_in_th
e_Engineering_Construction_Industry
Prieto, R. (2015). Theory of Management of Large
Complex Projects Construction Management
Association of America ISBN: ISBN 580-0-111776-
07-9.
3
Theory_of_Management_of_Large_Complex_Proje
cts
Prieto, R. (2024). Quantum Project Management
and the Concept of Spacetime PM World Journal,
Vol. XII, Issue V, May.
4
Quantum_Project_Management_and_the_Concep
t_of_Space-time_1#fullTextFileContent
The Real Problem with Quantum Mechanics.
5
youtube.com/watch?v=LJzKLTavk
Prieto, R. (2008). Strategic Program Management;
published by the Construction Management
Association of America (CMAA); ISBN 978-0-
9815612-1-9; July 24, 2008.
6
Strategic_Program_Management
Prieto, R. (2019). Assumption, Risk Driver and
Constraint Tracking; National Academy of
Construction Executive Insights.
7
Assumption_Risk_Driver_and_Constraint_Tracki
ng_Key_Points#fullTextFileContent
Prieto, R. (2011). Continuous Alignment in
Engineering & Construction Programs Utilizing a
Program Management Approach, Second Edition,
PM World Journal, Vol. X, Issue VIII, August 2021.
Originally published in PM World Today, April 2011.
8
Continuous_Alignment_in_Engineering_Constru
ction_Programs_Utilizing_a_Program_Managemen
t_Approach
Prieto, R. (2018). Fat Tails; National Academy of
Construction Executive Insight.
9
Risk_and_Opportunities_Fat_Tails_Key_Points
About the Author
Bob PrietoBob Prieto
Chairman & CEO Strategic Program
Management LLC
Bob Prieto is Chairman & CEO of Strategic
Program Management LLC, focused on
strengthening engineering and construction
organisations and improving capital efficiency in
large capital construction programs. Previously,
Bob was a senior vice president of Fluor,
focused on the development, delivery and
turnaround of large, complex projects
worldwide across the firm’s business lines, and
Chairman of Parsons Brinckerhoff.
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