Need advice? Call Now, Schedule a Meeting or Contact Us

Quantum Project Management, Large Complex Projects, and Entanglement

By Bob Prieto 20 Jul 2024
Quantum Project Management, Large Complex Projects, and Entanglement

Introduction

In Quantum Project Management1 I continued a journey which has spanned several decades as I first studied the unacceptably high “failure” rates of large complex projects, identified some root causes and suggested various focus areas2 to address the observed deficiencies. Along that journey, I observed that classical project management theory failed us at scale and complexity, constrained by its founding and grounded on straightforward, decomposable projects that were well-bounded. At various points along that journey, I compared what needed to happen as being analogous to the break in thought and theory that occurred as both quantum theory and relativistic theory emerged in the physics domain. I suggested that a new theory of project management3 needed to emerge and suggested some of the analogies which linked the required elements of this new theory even more closely to the transformations that quantum and relativistic theories brought to classical physics.  

While this journey began with a focus on scale, today, it is focused on complexity and scale. Along the way, the importance of system thinking became even more apparent, as did the open systems nature of large complex projects. Stakeholders and their stakeholders were ever more important elements in the open systems context, which is the nature of all quantum systems and, in effect, were a large part of the spacetime4 in which a project is set. This spacetime, or surrounding ecosystem if you will, is highly determinative of ultimate project success or failure, and as such, the behaviours and futures of the project and ecosystem are intimately entangled.  

This entanglement is something witnessed in quantum systems and, importantly, is the value-adding property in quantum computing5. In larger systems, systems at scale, there had been an open question as to whether the effects of entanglement would be measurable and observable. This open question has now been addressed in observations related to the chaotic orbit of Hyperion, one of the moons of Saturn, where its chaotic orbit can be described as resulting from the combined consideration of that moon, the dust and photons striking it. 

Quantum Project Management, Large Complex Projects, and Entanglement

The Quantum Analogy

In quantum mechanics, we describe quantum properties in the form of a wave function represented by Ψ. This can be thought of as the probability distribution associated with a particular behaviour or property, such as spin. In large systems, it had been assumed that the combined individual randomness would average out over time and be described as more classical. This, however, is not necessarily the case, as was observed when studying the chaotic orbit of Hyperion. This chaotic orbit is better understood by considering the behaviour of the larger system of which Hyperion is part, including that moon itself together with the dust and photons striking it.  

This can be described such that:  

ΨObserved  = ΨMoon + ΨDust + ΨPhotons  

The interaction of dust and photons with the moon causes their wave functions to become entangled, and it is this entanglement that results in the complex and chaotic orbit we observe. This particular type of entanglement is called Chaos Entanglement and systematically generates chaotic dynamics by entangling multiple stable linear systems such as the moon, dust and photons.  

The entanglement functions create artificial chaotic behaviour in each subsystem (moon, dust, photon), resulting in a chaotic overall system. In other instances, chaos entanglement opens possibilities for engineering applications, such as chaos-based secure communication. In the world of large complex projects, chaos is not welcomed, and we often fail to estimate the effects of entanglement.  

Entanglement in Large Complex Projects

Projects can be theoretically described by a wave function.  In a bounded environment (such as what Gantt posited), one isolated from any external influences, the project behaves classically, and the wave function collapses to what conventional project management theory describes.   

Entanglement: Entanglement is a phenomenon where the properties of two or more objects become correlated in such a way that the state of one object cannot be described independently of the state of the other(s). Changes to one entangled object will instantaneously affect the others, regardless of the distance between them. We witness this correlation at scale in LCP and often observe, in hindsight, the deleterious effects of second and third-order coupling.   

The whole of the LCP can no longer be described just by the sum of its parts. Importantly, the LCP must be looked at in a broader system of systems context, where the effects of entanglement become even more significant. System of Systems (SOS) problem sets have no singular deterministic solution.  

This entanglement can extend beyond the proper boundaries of the LCP itself, encompassing elements of the surrounding ecosystem.  

But projects, especially large complex projects (LCP), are not isolated from external influences but rather entangled, and as a result, the correct wave function includes both the classical description of the project as well as the wave functions associated with each of the external influences, show below as stakeholders but can include broader external factors.

We can write this as:  

ΨLCP Actual  = ΨLCP Classical/Bounded  + ΨStakeholder 1  + ΨStakeholder 2  + ΨStakeholder 3  …. ΨStakeholder n  

This combined wave function for this open system does not collapse to its classical outcome but rather to something else. If the external influences are persistent, significant chaos is possible, as we saw with Hyperion.  

Sources of Entanglement

Sources of Entanglement

Interdependencies, interactions, and complexities arise when managing large complex projects. These projects involve multiple stakeholders, intricate processes, and various subsystems. As a result, they become entangled due to dependencies, uncertainties, and dynamic interactions.  

Traditional sources of entanglement include:  

  • Influencing Flows – These arise from the surrounding spacetime or ecosystem in which the project resides and is an integral part. These flows very much epitomize the open systems nature of large complex projects and are characteristic of projects with multiple stakeholders.  
  • Scope Changes - Frequent scope modifications can lead to entanglement. When requirements evolve, it affects project components and schedules. These scope changes may arise internally, especially if strategic business objectives (SBOs)6 have not been clearly articulated, agreed to and continuously communicated. They also arise from outside the project from any one of the plurality of stakeholders acting directly or indirectly on the project.  
  • Resource Constraints: Limited resources (such as skilled labour, materials, or equipment) can cause bottlenecks and delays, leading to entanglement. Constraints7 may be direct or coupled (indirect) and can include temporal coupling.  
  • Communication Challenges: Poor communication among project teams, stakeholders, and contractors can create misunderstandings and conflicts. Continuous alignment8 is essential to minimize unneeded entanglements.  
  • Risk and Uncertainty: Unforeseen risks, market fluctuations, and external factors introduce complexity and entanglement. Risk models must reflect the fat tails9 associated with large complex systems.  

Conclusion

In Hyperion, we see chaotic behaviour that results from persistent interaction with a large number of small entanglements. Collectively, they are small but impactful, although they are just a fraction of Hyperion itself. In large complex projects, the cumulative impact of all stakeholders, all externally derived entanglements, can be even more significant.  

Quantum Project Management provides a robust framework for understanding and gaining new insights and management strategies for large, complex projects.


References:

  1. Prieto, R. (2024). Quantum Project Management PM World Journal, Vol. XII, Issue I, January 2024. Quantum_Project_Management   
  2. Prieto, R. (2011). The GIGA Factor; Program Management in the Engineering & Construction Industry Construction Management Association of America ISBN: 978-1-938014-99. The_GIGA_Factor_Program_Management_in_th e_Engineering_Construction_Industry
  3. Prieto, R. (2015). Theory of Management of Large Complex Projects Construction Management Association of America ISBN: ISBN 580-0-111776-07-9. Theory_of_Management_of_Large_Complex_Projects 
  4. Prieto, R. (2024). Quantum Project Management and the Concept of Spacetime PM World Journal, Vol. XII, Issue V, May. Quantum_Project_Management_and_the_Concept_of_Space-time_1#fullTextFileContent   
  5. The Real Problem with Quantum Mechanics. youtube.com/watch?v=LJzKLTavk
  6. Prieto, R. (2008). Strategic Program Management; published by the Construction Management Association of America (CMAA); ISBN 978-0-9815612-1-9; July 24, 2008. Strategic_Program_Management
  7. Prieto, R. (2019). Assumption, Risk Driver and Constraint Tracking; National Academy of Construction Executive Insights. Assumption_Risk_Driver_and_Constraint_Tracki ng_Key_Points#fullTextFileContent
  8. Prieto, R. (2011). Continuous Alignment in Engineering & Construction Programs Utilizing a Program Management Approach, Second Edition, PM World Journal, Vol. X, Issue VIII, August 2021. Originally published in PM World Today, April 2011. Continuous_Alignment_in_Engineering_Constru ction_Programs_Utilizing_a_Program_Management_Approach
  9. Prieto, R. (2018). Fat Tails; National Academy of Construction Executive Insight. Risk_and_Opportunities_Fat_Tails_Key_Points