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

Virtual Leadership: Required Competencies for Effective Leaders

There are countless books, articles, and resources available which attempt to identify the competencies and qualities of effective leaders. Traditionally, leaders have been at the center of a community, be it work, church, or social groups. In these communities, face-to-face meetings and close personal interaction have dominated the way leaders interact with their members. However, with the advent of the internet and the host of communication tools that followed, teams today are becoming increasingly dispersed and diverse. Studies are now being done to understand how leadership has or should evolve in order to meet the changing needs and demands of these new and different communities. Some argue that leadership in the virtual environment is simpler as fewer tools are available to virtual leaders. Others may argue that access to fewer tools makes virtual leadership more complex and challenging than traditional leadership. This paper will explore leadership in virtual settings and how it’s changing as more teams move away from traditional team environments. I’ll review the responsibilities and roles of virtual leaders in an effort to better highlight the core competencies needed in today’s virtual settings. I’ll also look at competencies required of global virtual leaders and I’ll address how these competencies can be cultivated to ensure leaders are more effective in leading teams in these new environments

Growing Pains: Getting past the complexities of scaling social impact

In communities across the UK, organisations develop new ideas to improve the lives of those around them. And yet despite growing demand for charity services, concerted attempts to take proven approaches to scale are few and far between, and successful examples are rarer still. This paper aims to bring about a change in tack by proposing a way of assessing the viability of scaling in different contexts

Explicating the role of partnerships in changing the health and well-being of local communities in urban regeneration areas: evaluation of the Warnwarth conceptual framework for partnership evaluation

This literature review is one of three outputs from a project: Explicating the role of partnerships in changing the health and well-being of local communities, one of a number of projects in a larger Higher Education Funding Council Strategic Development Fund project (HEFCE) entitled: Urban Regeneration: Making a Difference. This was a collaborative venture between Manchester Metropolitan University, Northumbria University, University of Salford and University of Central Lancashire. Bradford University was an affiliated partner

The complexities of electronic services implementation and institutionalisation in the public sector

This is the post-print version of the final paper published in Information & Management. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2013 Elsevier B.V.Electronic service implementation (ESI) in the public sector attempts to improve efficiency, effectiveness, and transparency of governmental departments. Despite having provided the necessary infrastructure and investment, many governments have struggled to realise such aims due to the various forces that challenge implementation and institutionalisation. Using institutional theory as a lens, we explored the forces influencing the implementation and institutionalisation of ESI in the public sector. While our results reinforced previous research in IT implementation and organisational transformation, they showed that the dynamic nature of technology poses unanticipated pressures, and that these can impede the implementation and institutionalisation process

Diversifying academic and professional identities in higher education: some management challenges

This paper draws on an international study of the management challenges arising from diversifying academic and professional identities in higher education. These challenges include, for instance, the introduction of practice-based disciplines with different traditions such as health and social care, the changing aspirations and expectations of younger generations of staff, a diffusion of management responsibilities and structures, and imperatives for a more holistic approach to the "employment package", including new forms of recognition and reward. It is suggested that while academic and professional identities have become increasingly dynamic and multi-faceted, change is occurring at different rates in different contexts. A model is offered, therefore, that relates approaches to "people management" to different organisational environments, against the general background of increasing resource constraint arising from the global economic downturn

PCORnet's Collaborative Research Groups.

The Patient-Centered Outcomes Research Institute (PCORI) launched a multi-institutional "network of networks" in 2013 - Patient-Centered Clinical Research Network (PCORnet) - that is designed to conduct clinical research that is faster, less expensive, and more responsive to the information needs of patients and clinicians. To enhance cross-network and cross-institutional collaboration and catalyze the use of PCORnet, PCORI has supported formation of 11 Collaborative Research Groups focusing on specific disease types (e.g., cardiovascular health and cancer) or particular patient populations (e.g., pediatrics and health disparities). PCORnet's Collaborative Research Groups are establishing research priorities within these focus areas, establishing relationships with potential funders, and supporting development of specific research projects that will use PCORnet resources. PCORnet remains a complex, multilevel, and heterogeneous network that is still maturing and building a diverse portfolio of observational and interventional people-centered research; engaging with PCORnet can be daunting, particularly for outside investigators. We believe the Collaborative Research Groups are stimulating interest and helping investigators navigate the complexity, but only time will tell if these efforts will bear fruit in terms of funded multicenter PCORnet projects

The role of Guanxi on Chinese leadership innovation:the pilot study on the electric motor sector

This research aims to examine the existence and nature of complex business-social relationships in the Chinese context (Guanxi) and evaluate how these relationships influence the behaviors of managers in State-owned Chinese engineering firms. Research on Guanxi is comprehensive though little work investigates internal influences and how internal relationships may mirror or replicate external Guanxi. This study uses a snowball sample of 66 senior managers across the key functional disciplines in typical large Chinese firms and explores how often strategic level problems in the firm are solved through relationships outside, inside or between the companies. Do Guanxi networks penetrate the organization itself and are there relationships that are unique to internal networks? The research finds that problem solving at strategic levels are often through internal and external networks, rather than internal management structures, but also that different problems complexities typically demonstrate unique problem-solving networks. The research identifies three different forms that these relationships take: Internal, inter-firm and hybrid relationship modes. Implications for this work suggest problem solving in Chinese firms is enhanced through cooperation and mutual respect, and likely to be inhibited by traditional Western approaches to management