Complexity in Project Management
|Reflections on phronetic social science: a dialogue between Stewart Clegg, Bent Flyvbjerg and Mark Haugaard||Stewart Clegg, Bent Flyvbjerg and Mark Haugaard||Clegg, Flyvbjerg and Haugaard debate the strengths and weaknesses of a Foucauldian–Nietzschean critique of power compared to a tradition exemplified by Lukes and Habermas. Flyvbjerg and Clegg argue that the pursuit of universal normative principles and of rationality without power may lead to oppressive utopian thinking. Drawing on the Aristotelian tradition of phronesis, they propose a contextualist form of critique that situates itself in analysis of local practices to render domination transparent and open to change. While Haugaard accepts there cannot be a universal view that transcends the particularities of context, he argues that the phronetic approach is crypto-normative because it implicitly presupposes unacknowledged liberal normative premises; moreover, any use of ‘truth’ as a criterion follows Enlightenment principles of verification.|
|Helmsman Guide to Complexity Scale (302 KB)||The Helmsman Institute||The Helmsman Complexity Scale|
|Planting the seeds to grow a mature Project Management Practice (1.4 MB)||Kitty Hass||Description of complexity dimensions and discussions of ways forward for complex project management practice.|
|Complex versus Complicated||Michael Cavanagh||This video introduces the topic of complex project management by looking what exactly makes a project complex rather than merely complicated.|
|Monitoring the Performance of Complex Projects from Multiple Perspectives over Multiple Time Frames (192 KB)||Rodney Turner, Roxanne Zolin, Kaye Remington||This paper describes work in progress on developing leading performance indicators for complex projects, metrics to provide early warning of potential difficulties.|
|The Conceptual Model of Project Management 2nd order (PM-2) (609 KB)||Manfred Saynisch||Resulting from the Research program outlined below,is a new paradigm in project management for mastering complex projects. The concept was awarded the IPMA Research Award in 2007.|
|Research program Beyond Frontiers of Traditional Project Management (678 KB)||Manfred Saynisch|
This paper asserts that traditional project management cannot fulfill the challenges and requirements for mastering increased complexity in society, economics, and technology.
|The Operating and Remote Project Environment that surrounds Indian Projects (234 KB)||Asim Prasad||This paper highlights the factors in the operating and remote environment that hinders speedy complex project execution in Indian context.|
Peter Andrejev and Christopher Carabetta
For owners contemplating their next big project, now is the time to make a relatively small but critical investment to maximize project success over the lifecycle. The Owner’s Paladin can ensure integration within each project phase, as well as continuity across phases. The Owner’s Paladin should have mission insight and domain perspectives comparable to the owner; possess the competencies and expertise equivalent to an A&E or CM while remaining independent; and provide state-of-the-art project management skills, processes, tools and systems.
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