And then came complex project management (revised)

The subject of management is renowned for its addiction to fads and fashions. Project Management is no exception. The issue of interest for this paper is the establishment of standards in the area, specifically the 'College of Complex Project Managers' and their 'competency standard for complex project managers'. Both the college and the standard have generated significant interest in the Project Management community. Whilst the need for development of the means to manage complex projects is acknowledged, a critical evaluation show significant flaws in the definition of complex in this case, the process by which the College and its standard have emerged, and the content of the standard. If Project Management is to continue to develop as a profession, it will need an evidence-based approach to the generation of knowledge and standards. The issues raised by the evaluation provide the case for a portfolio of research that extends the existing bodies of knowledge into large-scale complicated (or major) projects. We propose that it would be owned by the practitioner community, rather than focused on one organization. Research questions are proposed that would commence this stream of activity towards an intelligent synthesis of what is required to manage in both complicated and truly complex environments. This is a revised paper previously presented at the 21st IPMA World Congress on Project Management Cracow, Poland

Complex project management: using complexity and volatility to guide hybrid methodological practices

Organisations must adapt to their changing business environment to remain profitable, competitive and able to meet their strategic goals, with projects often the instruments used to do so. A project is “a temporary endeavor undertaken to create a unique product, service or result” with project management (PM) “the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements” (Project Management Institute, 2013), usually combined in specific PM methodologies. With organisational problems of increasing complexity and volatility, there is a growing recognition that better PM methodologies should be developed to deal with these characteristics (Theocharis et al., 2015), and that PM should be seen as a form of complex problem solving (Ahern, Leavy, and Byrne, 2014)

Defining Complex Project Management of Large U.S. Transportation Projects: A Comparative Case Study Analysis

The management of complex transportation projects requires a fundamental change in how they are approached. The traditional methodology for managing cost, schedule, and design, on transportation projects is not adequate for complex projects.A five-dimensional model has been developed adding context and finance, which have previously been regarded merely as external risks. The five-dimensional model has been developed from an extensive literature search pertaining to the management of complex transportation projects and provides a framework for mapping the complexity of projects. The main purpose of this research is to present results found on complex transportation projects that illustrate a new type of management approach for project managers. The information gathered from these case studies can be used to examine similarities to infer common sources of complexity, and mapping of each project facilitates resource allocation decisions based on these commonalities

From construction megaproject management to complex project management : a bibliographic analysis

2013-2014 > Academic research: refereed > Publication in refereed journalAccepted ManuscriptPublishe

Management Methods for Complex Projects

This freely available project management eBook is the start of your journey in the field of complex project management methodologies, introducing you to some of the core methods, processes and tools as recognised by the project management discipline. This eBook lays out methodologies such as XP, Agile, Scrum, Kanban, Six Sigma, PRINCE2, Waterfall, PRiSM, Soft Systems Methodology as well as introducing Project Design as a method so you can leverage the right project management approach. This eBook will be of value to students, practitioners, and businesses in Australia and overseas seeking professional development in the field of project management methodologies

Complexity in the Context of Information Systems Project Management

Complexity is an inherent attribute of any project. The purpose of defining and documenting complexity is to enable a project team to foresee resulting challenges in a timely manner, and take steps to alleviate them.The main contribution of this article is to present a systematic view of complexity in project management by identifying its key attributes and classifying complexity by these attributes. A “complexity taxonomy” is developed and discussed within three levels: the product, the project and the external environment.Complexity types are described through simple real-life examples. Then a framework (tool) is developed for applying the notion of complexity as an early warning tool.The article is intended for researchers in complexity, project management, information systems, technology solutions and business management, and also for information specialists, project managers, program managers, financial staff and technology directors

Meta-Heuristics Analysis for Technologically Complex Programs: Understanding the Impact of Total Constraints for Schedule, Quality and Cost

Program management data associated with a technically complex radio frequency electronics base communication system has been collected and analyzed to identify heuristics which may be utilized in addition to existing processes and procedures to provide indicators that a program is trending to failure. Analysis of the collected data includes detailed schedule analysis, detailed earned value management analysis and defect analysis within the framework of a Firm Fixed Price (FFP) incentive fee contract. This project develops heuristics and provides recommendations for analysis of complex project management efforts such as those discussed herein. The analysis of the effects of the constraints on management of the program indicate that, unless unambiguous program management controls are applied very early to milestone execution and risk management, then plans, schedules, tasks, and resource allocation will not be successful in controlling the constraints of schedule, quality or cost

Editorial of the Special Section: Anticipation of risks impacts and industrial performance evaluation in distributed organizations life cycles

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The PMBOK standard evolution: leading the rising complexity

The aim of this work is to enlighten how the Standard for Project Management (part II of PMBOK® Guide) has evolved over the last 30 years as it has introjected the perspective of complexity. The several contexts (private firms, public institutions etc.) in which Project Management is applied become more and more complex (i.e. uncertain and characterized by unpredictable feedbacks among their own variables and their environments). This needs an enrichment (and perhaps a new conceptualization) of the endowment of information variety provided by the Standard for Project Management with respect to the specific requisite variety asked at a local level (i.e. the specific organizational contexts), to lead a project with efficiency, effectiveness and sustainability. The traditional Standard for Project Management can no longer be considered as a “comfort zone” (i.e. a set of established and “familiar” frameworks, rules and tools aiming to ensure certain and predictable results). On the contrary, the Standard for Project Management should shift towards an open standard, that is able to consistently co-evolve with the increasingly complex contexts that even more ask for new tools, creative solutions and original combinations between exploitative and explorative knowledge