Ithuta JV

Source - Article by Bob Andrew

A famous cricketer once said: “Cricket is a simple game, if you play it simply”. Similarly, project management is simple, if you keep things simple.

The most famous commentator on simplicity was probably the 14th Century English theologian, William of Ockham for Occam’s Razor, which is a principle that “ entities must not be multiplied beyond necessity” , popularly interpreted as the simplest explanation is usually the correct one. Aristotle and Albert Einstein also viewed simplicity as a virtue but pointed some dangers of oversimplification: Aristotle: “Everything should be made as simple as possible, but not one bit simpler” Einstein: “Seek simplicity, but distrust it”.

While we all agree that simplicity is something to be aimed for, we often find it difficult to practice. We are afraid of looking stupid if we offer up something simple and assume, rather, that if we make it complex it will appear better and we will look more intelligent. The problem is not that complex concepts are made too simple, rather that simple things are made too complicated.

In his book, ‘The Laws of Simplicity’, John Maeda, has outlined a few basic ways to achieve simplicity in the business world and these apply equally as well to project management.

Simplicity means achieving the maximum effect, or value, with minimum means. The simplest way to achieve simplicity is through thoughtful reduction; sorting your way through a maze of complexity to recognise the few really important issues. When you can simplify functionality without penalty you have achieved simplicity.

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An effective scheme for organisation achieves success in taming complexity. This usually entails processes of intelligent sorting of material, labelling, integrating and prioritising. Effective time management will also make things feel a lot simpler and will avoid complex time-wasting issues. Knowing what to do, and how to perform tasks, will intensely simplify project management work: knowledge makes everything simpler. In essence, simplicity is about subtracting the obvious and adding the meaningful.

For effective project management, simplification should be stated as a project goal and specific targets should be set for reducing complexity. Project organisational structures should be simplified by reducing levels and layers, increasing spans of controls and by consolidating similar functions. Business and governance processes should be simplified by creating well-defined decision-making structures and by streamlining processes, like budgeting and planning. Information and communication overload must be countered by facilitating team and organisational collaboration. Results should be viewed as being more important than reports.