Tilda Publishing
Project Management
How to Find the Best Approach for Your Project
A subject of many debates you’re probably familiar with, waterfall vs. agile presents project managers with a dilemma: Which approach is the best?
To answer that question, I suggest using the Cynefin framework, developed by David J. Snowden in the early 2000s. Dubbed a “sense-making device,” the framework helps decision-makers better understand their situations and decide the most suitable approach.
Before diving into the Cynefin framework, it’s important to mention a key concept from the PMI PMBOK 7th edition: tailoring. According to PMI, one of a project manager’s most important responsibilities is to tailor their approach to the unique needs of the project. This means selecting the right combination of processes, tools, and methodologies based on the specific context of the project.
This is where Cynefin can be especially helpful—it acts as a guide to help you figure out which approach is best based on the type of project you’re managing.
To answer that question, I suggest using the Cynefin framework, developed by David J. Snowden in the early 2000s. Dubbed a “sense-making device,” the framework helps decision-makers better understand their situations and decide the most suitable approach.
Before diving into the Cynefin framework, it’s important to mention a key concept from the PMI PMBOK 7th edition: tailoring. According to PMI, one of a project manager’s most important responsibilities is to tailor their approach to the unique needs of the project. This means selecting the right combination of processes, tools, and methodologies based on the specific context of the project.
This is where Cynefin can be especially helpful—it acts as a guide to help you figure out which approach is best based on the type of project you’re managing.
The Cynefin Framework
Let me share my thoughts on how the Cynefin framework works and how to apply it by explaining each of its domains:
Domain I: Obvious
This is a simply ordered environment where cause and effect are clear. The decision-making process is straightforward:
Example: McDonald’s uses workflows that ensure consistent food quality globally. In the IT industry, standardized checklists and procedures ensure applications function correctly. ISO standards are a great example of best practices in quality management.
Domain II: Complicated
In a Complicated environment, cause and effect exist but are not immediately obvious. The decision-making process here is:
Example: Implementing SAP solutions at a company. The contractor is experienced, and the solution is known in advance, but success requires expert oversight to keep things on track and make adjustments when necessary. Frameworks like PMBOK, PRINCE2, and ITIL apply well in such environments.
Domain III: Complex
In a Complex environment, the relationship between cause and effect is unclear. Decisions are made by:
Example: A company creates a Minimum Viable Product (MVP) to test a business hypothesis. Based on testing results, they can decide on the next steps. Agile methodologies thrive in this domain, as they allow for flexibility and adaptation based on feedback.
Domain IV: Chaotic
The Chaotic domain deals with an unordered environment where no clear relationship exists between cause and effect. The approach here is:
Example: An IT team dealing with a system outage during a critical product launch. The team must act fast to resolve the issue, even if the root cause is not fully understood at first. After stability is restored, they can investigate further.
Domain V: Disorder
In Disorder, decision-makers don’t know which domain they’re in. The key is to assess the situation and move it into one of the other four domains. Neglecting complexity and striving for oversimplification can push a situation into chaos, known as Cliff VI.
Domain I: Obvious
This is a simply ordered environment where cause and effect are clear. The decision-making process is straightforward:
- Situational awareness → Categorization of the situation → Apply a known solution
Example: McDonald’s uses workflows that ensure consistent food quality globally. In the IT industry, standardized checklists and procedures ensure applications function correctly. ISO standards are a great example of best practices in quality management.
Domain II: Complicated
In a Complicated environment, cause and effect exist but are not immediately obvious. The decision-making process here is:
- Situational awareness → Expert analysis → Apply one of several solutions
Example: Implementing SAP solutions at a company. The contractor is experienced, and the solution is known in advance, but success requires expert oversight to keep things on track and make adjustments when necessary. Frameworks like PMBOK, PRINCE2, and ITIL apply well in such environments.
Domain III: Complex
In a Complex environment, the relationship between cause and effect is unclear. Decisions are made by:
- Take action to collect data → Analyze the situation → Move toward solutions in the Complicated domain
Example: A company creates a Minimum Viable Product (MVP) to test a business hypothesis. Based on testing results, they can decide on the next steps. Agile methodologies thrive in this domain, as they allow for flexibility and adaptation based on feedback.
Domain IV: Chaotic
The Chaotic domain deals with an unordered environment where no clear relationship exists between cause and effect. The approach here is:
- Act immediately to “stop the bleeding” → Stabilize the situation → Transition to the Complex domain
Example: An IT team dealing with a system outage during a critical product launch. The team must act fast to resolve the issue, even if the root cause is not fully understood at first. After stability is restored, they can investigate further.
Domain V: Disorder
In Disorder, decision-makers don’t know which domain they’re in. The key is to assess the situation and move it into one of the other four domains. Neglecting complexity and striving for oversimplification can push a situation into chaos, known as Cliff VI.
Choosing a Methodology
The Cynefin framework helps guide project managers to the right methodology based on the domain:
Projects often shift between domains, especially between Complicated and Complex. Tailoring your approach involves recognizing these shifts and adjusting your strategy accordingly.
- Obvious (Best practices): Use standardized processes like ISO or industry-established methods.
- Complicated (Good practices): Apply structured approaches like PMBOK or PRINCE2, where expert input is essential.
- Complex (Emerging practices): Use Agile to adapt and iterate as solutions emerge.
- Chaotic (Innovative practices): Rely on decisive leadership to stabilize the situation before moving to structured methods.
- Disorder: First, determine the domain and apply the appropriate practices.
Projects often shift between domains, especially between Complicated and Complex. Tailoring your approach involves recognizing these shifts and adjusting your strategy accordingly.
Conclusion
The Cynefin framework provides a powerful way to assess your project environment and choose the right approach.
By understanding the nature of the problem, you can tailor your methodology to meet the unique demands of the project.
Remember, context is key—let it guide your choice, and be ready to adjust as the situation evolves.
By understanding the nature of the problem, you can tailor your methodology to meet the unique demands of the project.
Remember, context is key—let it guide your choice, and be ready to adjust as the situation evolves.
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