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Monthly Archives: June 2023

Early Canals, The Evolution of the Technology

This latest paper follows on from our earlier papers discussing early canal projects (these can be downloaded from UK transport projects), looking at the evolution of the technology needed to build and operate canals.

Naturally occurring waterways, rivers, lakes, and the seas, have been used for movement and the transport of goods for tens of thousands of years. Water transport was easier, quicker, and safer than travelling over land. Over time improvements were made to these natural waterways to facilitate their use including the construction of harbours, wharfs, and improvements in the depth and alignment of suitable rivers (river navigations).  Canals are different, they are artificial waterways flowing in engineered channels, that were excavated for a purpose such as flood control, irrigation (drainage management), defence, and/or trade. In many situations, the waterway served several purposes as the commercial opportunities created by drainage canals were quickly exploited and the waterway improved to facilitate navigation by suitably designed boats.

The way of establishing a set of levels of relatively slow-moving water with an adequate depth was to build a series of relatively low dams across the canal or river, but this requires the creation of a place where boats could cross the dam or weir.

One of the earliest options was a flash lock or staunch lock. Then sometime later, the concept of a double slipway appears to have been developed in China to replace flash locks, reducing water usage and allow the passage of larger boats.

The next major improvement in design was the pound lock. This type of lock acts as a dam, and incorporates a chamber with gates at both ends that control the level of water in the pound. Pound locks were first used in China in 984 during the Song Dynasty (960–1279 CE). This is the standard type of lock used on canals today.  The mitred canal gate was the next major development, replacing the earlier vertical lift gate used in pound locks. This type of gate may have been invented by Leonardo da Vinci in 1487 for the San Marco canal in Milan.

Early Canals, The Evolution of the Technology traces the development of the technologies needed for the successful operation of canals from Roman times through to the start of the Industrial Revolution.

For more papers of the history of the origins of modern project management see: https://mosaicprojects.com.au/PMKI-ZSY-005.php  

New Articles posted to the Web #91

We have been busy beavers updating the PM Knowledge Index on our website with Papers and Articles.   Some of the more interesting uploaded during the last couple of weeks include:

You are welcome to download and use this information under our free Creative Commons licence.

Visit our PMKI Library for free access to many more papers and articles: https://mosaicprojects.com.au/PMKI.php

Classifying Projects


In a recent paper, Scheduling Challenges in Agile & Distributed Projects, we developed a classification framework of project characteristics to help define the potential usefulness of CPM scheduling:

1. Physically constrained – there is only one viable work sequence – The CPM paradigm is ideal for this type of project.

2. Practically constrained – management has agreed the one best work sequence. The CPM paradigm is ideal for this type of project.

3. Overarching constraints – there is a required overall sequence of working, with a degree of flexibility in the way the detailed work is performed to achieve the overall objectives. The CPM paradigm may be useful at the high level in a Class 3 project, but has significant limitations at the detail level.

4. Arbitrary constraints – there is no required sequence of working (as in Class 1 or 2), but management has decided to impose a detailed sequence of work as a matter of choice. The CPM paradigm is imposed for little or no practical benefit. Should be managed as Class 3

Building on from this starting point, in the paper we identified two general types of project in Class 3, ‘soft projects’, typically managed using Agile methods and ‘distributed projects’ where the work consisted of a set of deliverables dispersed over an area with no (or limited) real constraint on the order the work is accomplished. Both Agile and Lean offer methods for optimizing the work on Class 3 projects, but when you are applying adaptive work processes how do you assess completion and deal with claims for delay and disruption?

The answer to assessing status and predicting the current expected completion date for Class 3 projects appears to be solved by the concept of Work Performance Management (WPM) offers a simple, robust tool for assessing status and calculating the expected completion regardless of the actual sequence work is being performed.

WPM looks at the quantity of work produced, compared to the quantity planned to be produced. Provided you know what the project has to produce, and have a means of measuring the production, WPM works!  If management does not know what has to be produced and has no way of defining this, it is questionable if the endeavour is a project.

For more on WPM see: https://mosaicprojects.com.au/PMKI-SCH-041.php#WPM

The next challenge will be developing a protocol for assessing delay and disruption in Class 3 projects, more on this later.

What a difference a few tons of gold make.

The first steam powered railway in Australia opened by the Melbourne and Hobson’s Bay Railway Company in 1854, running 2.5 miles between Flinders St Station (pictured) and Melbourne’s port at Sandridge. 

The company had been formed in August 1852. It was initially capitalized at £100,000; issuing 2000 shares £50 each. £50 is the equivalent in purchasing power to about £8,127.82 today, or $15,000 today. The railway was an instant financial success, as its fares were high and the route popular. The journey took about 10 minutes with two trains running every half hour.

For more on this fascinating piece of history, including more photographs, download our latest article: The First Steam Powered Railway in Australia

This rail line runs through our base of operation in South Melbourne, for more on the evolution of the area see: /2022/06/15/the-evolution-of-south-melbourne/

Predicting Completion in Agile & Distributed Projects

Our latest paper, Predicting Completion in Agile & Distributed Projects, has been published in the June Project Management World Journal (PMWJ).

This paper is part of an ongoing mission to develop a general solution to the challenge of reliably predicting the expected completion date in projects where CPM and EVM are not being used. Our previous paper, Scheduling Challenges in Agile & Distributed Projects identified two general types of project, where CPM does not work as an effective controls tool, soft projects and distributed projects.  In both types there is no one ‘best way’ of completing the work, the sequence can be easily changed as needed. And, when development methodologies such as Agile are used, there is a deliberate intention to let the project team, in consultation with the client, decide what is best to work on next. This is the antithesis of a predetermined logical sequence of work that is expected to be followed and can therefore be represented in a logic diagram. Earned Value Management (EVM) can work in these situations, which introduces Earned Schedule (ES) as a viable option for predicting completion. Unfortunately, EVM is rarely used most normal projects and ES is an extension to EVM.

The solution we are proposing is Work Performance Management (WPM). WPM adopts a similar approach to ES, but is a self-sufficient tool, it can work without a schedule, or EVM. All that is required to run WPM is:

  1. An impartial measure of the work planned to be accomplished distributed over the project duration.
  2. An assessment of the work achieved to a point in time using the same metric.

The WPM spreadsheet does the rest.  The results from a sample project are in the diagram above.

The paper Predicting Completion in Agile & Distributed Projects, outlines the theory and practice supporting WPM.  The spreadsheet, sample projects and instructions on using the WPM spreadsheet can be found at: https://mosaicprojects.com.au/PMKI-SCH-041.php#WPM