The Blue Spider Program and the reasons for its failure Essay

The Blue Spider Program and the reasons for its failure - Essay Example Could adaptive control system theory be the basis of the 'theory of agile systems'" (Alleman, "Herding Cats"). For the successful management of complex interactions, agility is most certainly needed. The case study presented clearly shows a plethora of complex interactions emerging from the mere fact of the behind-the-scenes deception and lack of communications alone. "In most feedback systems, small deviations in a parameter's value from its design value will not cause a problem in the normal operations of the system, provided these parameters are inside the control loop. If the process parameters vary widely because of environmental changes, then the control system will exhibit unsatisfactory behaviors...To be called adaptive, self-organizing features must exist" (Alleman, "Herding Cats"). We might ask ourselves what are these features that must exist We can name them in a list of three. "Identification of the dynamic characteristics of the process. Decision making based on the identification of the process." And "modification or actuation based on the decisions made" (Alleman, "Herding Cat s"). In our notes on the project, we clearly see that Anderson is never able to get a handle on making leadership decisions based upon his obvious need to modify what he is doing. Does he understand the dynamics of management of the Blue Spider Program development Clearly not. He tries to take on too much on his own most of the times (researching instead of managing), while at other times there is lack of given information, administrative mistakes. For a PM to really know how to manage what he is doing would require a solid foundation in theory that is barely available in our present... The Blue Spider Program and the reasons for its failure The theory of management comprises viewing PM as having "a strong causal connection between the actions of management and outcomes of the organization"; assuming "that planned tasks can be executed by a notification of the start of the task to the executor"; and maintaining that there is "a standard of performance; performance is measured at the output; the possible variance between the standard and the measured value is used for correcting the process so that the standard can be reached" (Koskela & Howell). Anderson did not understand the connection between himself and the project’s success or failure. Performance standards were notoriously lacking. These and the aforementioned matters would have to be corrected to ensure future success. The theory of management comprises viewing PM as having "a strong causal connection between the actions of management and outcomes of the organization"; assuming "that planned tasks can be executed by a notification of the start of the task to the executor"; and maintaining that there is "a standard of performance; performance is measured at the output; the possible variance between the standard and the measured value is used for correcting the process so that the standard can be reached" (Koskela & Howell). Anderson did not understand the connection between himself and the project’s success or failure. Performance standards were notoriously lacking. These and the aforementioned matters would have to be corrected to ensure future success.