Assigning a score is not an absolutely accurate process. Your objective is to be approximately correct, and some people are not comfortable with this type of estimate. Recall that one of the attributes of a successful project manager is the ability to live with ambiguity. One method that will help when assigning a score is to consider the two extremes. For each factor in the DPCI, consider what the simplest—least complex— scenario would look like, which would be a 1 on the DPCI scale. Next consider what the most complex scenario would be, which would describe a 5. Then, compare actual projects to those two extremes. If it is close to, but not as simple as, the least complex, you would give it a 2. If it is close to, but not as complex as, the most complex scenario you would give it a 4. If it is about in the middle, it rates a 3.
KEY TAKEAWAY
- Scores range from 1 to 5, where 1 is the lowest level of complexity and 5 is the highest. In each situation, consider what the two extremes would look like and then judge where the current situation lies between those extremes.
EXERCISES
- If a project is about 20 percent larger or smaller than projects previously done by most of the team members, it should be rated as a for size complexity.
- If the organizational structure is simple and involves few people and no new relationships need to be formed, the project rating for organizational complexity should be a .
- If the technology is in an early testing phase, your organization is one of the test sites, and problems are expected, the technology newness complexity rating should be a .
- If the technology is new to some of the team members who are not in key positions, but standardized training is available to teach them what they need to know about it to do their jobs, the technology familiarity complexity rating should be a .
- Why does the newness of a project’s technology increase its complexity?
- The project controls manager decides to change the software his team uses to track project activities from Microsoft Project to Primavera. Few of the staff in that department are familiar with Primavera. How would this change affect the project technology complexity index score? Explain your answer.
Techniques for Assigning Scores
Refer to the tips for assigning scores to answer the following questions:
- How does the ability to live with ambiguity relate to assigning scores using the DPCI?
- How does considering extremes help to assign a score?
Choosing a Complexity Score
Consider a project that involves the merger of computer systems of two banks. The acquiring bank wants to convert the other bank’s computer system to its own software, and the project is to convert all the client account files. The software used by the acquiring bank is relatively new, and only about a third of the project team is familiar with it. Your task is to determine a DPCI rating for the familiarity of the project team with the technology.
- Describe a scenario that would qualify for a rating of 1.
- Describe a scenario that would qualify for a rating of 5.
- Indicate the rating you would choose and explain your choice.
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