Complex Project Management (CPM) - Revision history

Polariccardo: /* Integration of Command-and-Control and Network Governance approaches */

2021-02-28T16:50:01Z

Integration of Command-and-Control and Network Governance approaches

← Older revision		Revision as of 16:50, 28 February 2021
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	<blockquote>The changing nature of complex projects requires to employ a flexible management approach while keeping the right focus on goals. In order to obtain it, practitioners should consider to implement a hierarchy structure which gets characteristics from two well known approaches: Command-and-Control and Network Governance.<br><br>		<blockquote>The changing nature of complex projects requires to employ a flexible management approach while keeping the right focus on goals. In order to obtain it, practitioners should consider to implement a hierarchy structure which gets characteristics from two well known approaches: Command-and-Control and Network Governance.<br><br>
	[[File:Control-Command_and_Network_Governance.png\|~~490~~ px\|left\|thumb\|[6]]]		[[File:Control-Command_and_Network_Governance.png\|495 px\|left\|thumb\|[6]]]
	'''Command-and-Control''' is a managerial approach which requires to coordinate and oversee workers' performance to assure their tasks will be completed. This approach is commonly top-down, where people on the upper-next hierarchy level give orders to those below. Although it can be an optimal approach for project that can be fully planned, it lacks flexibility in a changing environment.<br>		'''Command-and-Control''' is a managerial approach which requires to coordinate and oversee workers' performance to assure their tasks will be completed. This approach is commonly top-down, where people on the upper-next hierarchy level give orders to those below. Although it can be an optimal approach for project that can be fully planned, it lacks flexibility in a changing environment.<br>
	'''Network Governance''', instead, allows a great level of freedom among different project's stakeholders. It is a quite recent approach that is trying to fill the gap between democratic organization and project structures. This approach can be seen as a network where dots are linked each other and has almost the same weight. In this way, different teams working on a project are allowed to take their own decision and influencing project's outcomes. People on a higher hierarchy level influence those below through directions, not orders, nudging teams towards the right direction. Although its democratic nature can be beneficial to projects, the lack of control can jeopardize efficiency and effectiveness.<br>		'''Network Governance''', instead, allows a great level of freedom among different project's stakeholders. It is a quite recent approach that is trying to fill the gap between democratic organization and project structures. This approach can be seen as a network where dots are linked each other and has almost the same weight. In this way, different teams working on a project are allowed to take their own decision and influencing project's outcomes. People on a higher hierarchy level influence those below through directions, not orders, nudging teams towards the right direction. Although its democratic nature can be beneficial to projects, the lack of control can jeopardize efficiency and effectiveness.<br>

Polariccardo at 16:49, 28 February 2021

2021-02-28T16:49:26Z

← Older revision		Revision as of 16:49, 28 February 2021
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	<blockquote>The changing nature of complex projects requires to employ a flexible management approach while keeping the right focus on goals. In order to obtain it, practitioners should consider to implement a hierarchy structure which gets characteristics from two well known approaches: Command-and-Control and Network Governance.<br><br>		<blockquote>The changing nature of complex projects requires to employ a flexible management approach while keeping the right focus on goals. In order to obtain it, practitioners should consider to implement a hierarchy structure which gets characteristics from two well known approaches: Command-and-Control and Network Governance.<br><br>
	[[File:Control-Command_and_Network_Governance.png\|490 px\|left\|[6]]]		[[File:Control-Command_and_Network_Governance.png\|490 px\|left\|thumb\|[6]]]
	'''Command-and-Control''' is a managerial approach which requires to coordinate and oversee workers' performance to assure their tasks will be completed. This approach is commonly top-down, where people on the upper-next hierarchy level give orders to those below. Although it can be an optimal approach for project that can be fully planned, it lacks flexibility in a changing environment.<br>		'''Command-and-Control''' is a managerial approach which requires to coordinate and oversee workers' performance to assure their tasks will be completed. This approach is commonly top-down, where people on the upper-next hierarchy level give orders to those below. Although it can be an optimal approach for project that can be fully planned, it lacks flexibility in a changing environment.<br>
	'''Network Governance''', instead, allows a great level of freedom among different project's stakeholders. It is a quite recent approach that is trying to fill the gap between democratic organization and project structures. This approach can be seen as a network where dots are linked each other and has almost the same weight. In this way, different teams working on a project are allowed to take their own decision and influencing project's outcomes. People on a higher hierarchy level influence those below through directions, not orders, nudging teams towards the right direction. Although its democratic nature can be beneficial to projects, the lack of control can jeopardize efficiency and effectiveness.<br>		'''Network Governance''', instead, allows a great level of freedom among different project's stakeholders. It is a quite recent approach that is trying to fill the gap between democratic organization and project structures. This approach can be seen as a network where dots are linked each other and has almost the same weight. In this way, different teams working on a project are allowed to take their own decision and influencing project's outcomes. People on a higher hierarchy level influence those below through directions, not orders, nudging teams towards the right direction. Although its democratic nature can be beneficial to projects, the lack of control can jeopardize efficiency and effectiveness.<br>

Polariccardo at 16:48, 28 February 2021

2021-02-28T16:48:01Z

← Older revision		Revision as of 16:48, 28 February 2021
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	<blockquote>The changing nature of complex projects requires to employ a flexible management approach while keeping the right focus on goals. In order to obtain it, practitioners should consider to implement a hierarchy structure which gets characteristics from two well known approaches: Command-and-Control and Network Governance.<br><br>		<blockquote>The changing nature of complex projects requires to employ a flexible management approach while keeping the right focus on goals. In order to obtain it, practitioners should consider to implement a hierarchy structure which gets characteristics from two well known approaches: Command-and-Control and Network Governance.<br><br>
	[[File:Control-Command_and_Network_Governance.png\|490 px\|left\|~~Wikipedia encyclopedia~~]]		[[File:Control-Command_and_Network_Governance.png\|490 px\|left\|[6]]]
	'''Command-and-Control''' is a managerial approach which requires to coordinate and oversee workers' performance to assure their tasks will be completed. This approach is commonly top-down, where people on the upper-next hierarchy level give orders to those below. Although it can be an optimal approach for project that can be fully planned, it lacks flexibility in a changing environment.<br>		'''Command-and-Control''' is a managerial approach which requires to coordinate and oversee workers' performance to assure their tasks will be completed. This approach is commonly top-down, where people on the upper-next hierarchy level give orders to those below. Although it can be an optimal approach for project that can be fully planned, it lacks flexibility in a changing environment.<br>
	'''Network Governance''', instead, allows a great level of freedom among different project's stakeholders. It is a quite recent approach that is trying to fill the gap between democratic organization and project structures. This approach can be seen as a network where dots are linked each other and has almost the same weight. In this way, different teams working on a project are allowed to take their own decision and influencing project's outcomes. People on a higher hierarchy level influence those below through directions, not orders, nudging teams towards the right direction. Although its democratic nature can be beneficial to projects, the lack of control can jeopardize efficiency and effectiveness.<br>		'''Network Governance''', instead, allows a great level of freedom among different project's stakeholders. It is a quite recent approach that is trying to fill the gap between democratic organization and project structures. This approach can be seen as a network where dots are linked each other and has almost the same weight. In this way, different teams working on a project are allowed to take their own decision and influencing project's outcomes. People on a higher hierarchy level influence those below through directions, not orders, nudging teams towards the right direction. Although its democratic nature can be beneficial to projects, the lack of control can jeopardize efficiency and effectiveness.<br>

Polariccardo: /* Integration of Command-and-Control and Network Governance approaches */

2021-02-27T16:05:28Z

Integration of Command-and-Control and Network Governance approaches

← Older revision		Revision as of 16:05, 27 February 2021
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	'''Command-and-Control''' is a managerial approach which requires to coordinate and oversee workers' performance to assure their tasks will be completed. This approach is commonly top-down, where people on the upper-next hierarchy level give orders to those below. Although it can be an optimal approach for project that can be fully planned, it lacks flexibility in a changing environment.<br>		'''Command-and-Control''' is a managerial approach which requires to coordinate and oversee workers' performance to assure their tasks will be completed. This approach is commonly top-down, where people on the upper-next hierarchy level give orders to those below. Although it can be an optimal approach for project that can be fully planned, it lacks flexibility in a changing environment.<br>
	'''Network Governance''', instead, allows a great level of freedom among different project's stakeholders. It is a quite recent approach that is trying to fill the gap between democratic organization and project structures. This approach can be seen as a network where dots are linked each other and has almost the same weight. In this way, different teams working on a project are allowed to take their own decision and influencing project's outcomes. People on a higher hierarchy level influence those below through directions, not orders, nudging teams towards the right direction. Although its democratic nature can be beneficial to projects, the lack of control can jeopardize efficiency and effectiveness.<br>		'''Network Governance''', instead, allows a great level of freedom among different project's stakeholders. It is a quite recent approach that is trying to fill the gap between democratic organization and project structures. This approach can be seen as a network where dots are linked each other and has almost the same weight. In this way, different teams working on a project are allowed to take their own decision and influencing project's outcomes. People on a higher hierarchy level influence those below through directions, not orders, nudging teams towards the right direction. Although its democratic nature can be beneficial to projects, the lack of control can jeopardize efficiency and effectiveness.<br>
	Both approaches have their weak and strong points but a merged approach could benefit from both of them. Project managers should define the goals to pursue, which should be shared and commonly defined by all stakeholders, hypothetically in a workshop or meeting. After that, each team should be free to follow its own path towards its goals. While building their strategy, teams are suggested to interact each other in order to align themselves. Reoccurring meeting should be planned for sharing learnings and build that structure of distributed knowledge mentioned above. These meeting should also be used by the project manager for understanding if some teams are not going in the right directions, nudging them afterwards. In this mixed approach, managers still detain the ability of imposing a specific directions even if this approach should be avoided as much as possible. The final structure should be a project environment where stakeholders take their own decisions towards shared goals and people on high hierarchy level can take action in case of severe misalignment.</blockquote><br>		Both approaches have their weak and strong points but a merged approach could benefit from both of them [6]. Project managers should define the goals to pursue, which should be shared and commonly defined by all stakeholders, hypothetically in a workshop or meeting. After that, each team should be free to follow its own path towards its goals. While building their strategy, teams are suggested to interact each other in order to align themselves. Reoccurring meeting should be planned for sharing learnings and build that structure of distributed knowledge mentioned above. These meeting should also be used by the project manager for understanding if some teams are not going in the right directions, nudging them afterwards. In this mixed approach, managers still detain the ability of imposing a specific directions even if this approach should be avoided as much as possible. The final structure should be a project environment where stakeholders take their own decisions towards shared goals and people on high hierarchy level can take action in case of severe misalignment.</blockquote><br>

	= Limitations =		= Limitations =

Polariccardo: /* Complex Problem Solving */

2021-02-27T16:04:42Z

Complex Problem Solving

← Older revision		Revision as of 16:04, 27 February 2021
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	''And so, once I understood my project is complex, which approach should I take?''<br>		''And so, once I understood my project is complex, which approach should I take?''<br>
	<blockquote>The complex problem solving is an approach which assumes that not all problem knowledge can be specified in advance. It includes a continues learning process towards the challenge that we are trying to solve. Therefore, in order for this approach to succeed, it is crucial to build a strategy for managing knowledge and learning process.<br>		<blockquote>The complex problem solving is an approach which assumes that not all problem knowledge can be specified in advance. It includes a continues learning process towards the challenge that we are trying to solve. Therefore, in order for this approach to succeed, it is crucial to build a strategy for managing knowledge and learning process.<br>
	When applied to project, the complex project solving requires project managers to plan a series of '''learning iterations''' throughout the project life cycle [~~Terence et al., 2013~~]. These learning cycles are focusing on aligning project's goals with the current environment by which the project is surrounded up to that moment. For doing this, the project team analyses what are called '''emergent knowledge''', those not available in the planning phase. These emergent knowledge could arise from several sources such as stakeholders, new legislations, project tasks and a lot more. Sometimes, they could even be known in the planning phase but not considered significant until a trigger event reveal their gravity.<br><br>		When applied to project, the complex project solving requires project managers to plan a series of '''learning iterations''' throughout the project life cycle [5]. These learning cycles are focusing on aligning project's goals with the current environment by which the project is surrounded up to that moment. For doing this, the project team analyses what are called '''emergent knowledge''', those not available in the planning phase. These emergent knowledge could arise from several sources such as stakeholders, new legislations, project tasks and a lot more. Sometimes, they could even be known in the planning phase but not considered significant until a trigger event reveal their gravity.<br><br>
	[[File:Learning_cycles.png\|700px\|center\|Wikipedia encyclopedia]] <br>		[[File:Learning_cycles.png\|700px\|center\|Wikipedia encyclopedia]] <br>
	In this scenario of continuously emerging knowledge, Know-how skills should be preferred over plans [~~Terence et al., 2013~~]. '''Know-how knowledge''' can be described as the knowledge on how to perform or accomplish an activity. The pitfall of such knowledge is their personal dimension. They usually belong to individuals or teams. People that can leave the project while still running, losing so their added value. Nevertheless, know-how can be trained or obtained through sharing and learning cycles. What it is important, it is to create the right atmosphere where people are willing to share their knowledge. Very often this can be challenging since society considers know-how skills as personal assets and people can be reluctant to share them. Therefore, practitioners involved in such projects must focus their knowledge strategy aiming to create distributed learnings.<br>		In this scenario of continuously emerging knowledge, Know-how skills should be preferred over plans [5]. '''Know-how knowledge''' can be described as the knowledge on how to perform or accomplish an activity. The pitfall of such knowledge is their personal dimension. They usually belong to individuals or teams. People that can leave the project while still running, losing so their added value. Nevertheless, know-how can be trained or obtained through sharing and learning cycles. What it is important, it is to create the right atmosphere where people are willing to share their knowledge. Very often this can be challenging since society considers know-how skills as personal assets and people can be reluctant to share them. Therefore, practitioners involved in such projects must focus their knowledge strategy aiming to create distributed learnings.<br>
	As mentioned also in Terence Ahern, Brian Leavy and P.J. Byrne research, this knowledge structure requires also to analyse new hierarchy structures. With this project set up, it is important to build the right environment for motivate a common will towards project's goal. For achieving this, the stakeholders should be seen as a community of learners and the project needs to be run by consensus. In the recent years, the concept of network and distributed power have been deeply investigated. In the next paragraph the researcher will present an innovative management approach based on the integration of Network Governance and Command-and-Control methodologies.</blockquote><br>		As mentioned also in Terence Ahern, Brian Leavy and P.J. Byrne research, this knowledge structure requires also to analyse new hierarchy structures. With this project set up, it is important to build the right environment for motivate a common will towards project's goal. For achieving this, the stakeholders should be seen as a community of learners and the project needs to be run by consensus. In the recent years, the concept of network and distributed power have been deeply investigated. In the next paragraph the researcher will present an innovative management approach based on the integration of Network Governance and Command-and-Control methodologies.</blockquote><br>

Polariccardo: /* Project Complexity Model */

2021-02-27T16:04:11Z

Project Complexity Model

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	=== Project Complexity Model ===		=== Project Complexity Model ===
	''When are my tools not enough anymore for modelling my project?''<br>		''When are my tools not enough anymore for modelling my project?''<br>
	<blockquote>The [https://www.pmi.org/learning/library/project-complexity-model-competency-standard-6586 Project Complexity Model] has been developed by Kathleen B. Hass and presented for the first time in the book "Managing Project Complexity: A New Model" published in 2009. It has been tested with a quantitative, nonexperimental, descriptive research design on 66 project, programme or portfolio managers from 11 different industries, showing an appreciable level of reliability[3,4]. <br>		<blockquote>The [https://www.pmi.org/learning/library/project-complexity-model-competency-standard-6586 Project Complexity Model] has been developed by Kathleen B. Hass and presented for the first time in the book "Managing Project Complexity: A New Model" published in 2009. It has been tested with a quantitative, nonexperimental, descriptive research design on 66 project, programme or portfolio managers from 11 different industries, showing an appreciable level of reliability [3,4]. <br>
	The model consists on a table, where columns identify different level of complexity and rows different project aspects. Three level of complexity are defined: high, medium and low. While, 11 rows identify:		The model consists on a table, where columns identify different level of complexity and rows different project aspects. Three level of complexity are defined: high, medium and low. While, 11 rows identify:
	*Time/Cost		*Time/Cost

Polariccardo: /* Project Complexity Model */

2021-02-27T16:03:57Z

Project Complexity Model

← Older revision		Revision as of 16:03, 27 February 2021
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	=== Project Complexity Model ===		=== Project Complexity Model ===
	''When are my tools not enough anymore for modelling my project?''<br>		''When are my tools not enough anymore for modelling my project?''<br>
	<blockquote>The [https://www.pmi.org/learning/library/project-complexity-model-competency-standard-6586 Project Complexity Model] has been developed by Kathleen B. Hass and presented for the first time in the book "Managing Project Complexity: A New Model" published in 2009. It has been tested with a quantitative, nonexperimental, descriptive research design on 66 project, programme or portfolio managers from 11 different industries, showing an appreciable level of reliability. <br>		<blockquote>The [https://www.pmi.org/learning/library/project-complexity-model-competency-standard-6586 Project Complexity Model] has been developed by Kathleen B. Hass and presented for the first time in the book "Managing Project Complexity: A New Model" published in 2009. It has been tested with a quantitative, nonexperimental, descriptive research design on 66 project, programme or portfolio managers from 11 different industries, showing an appreciable level of reliability[3,4]. <br>
	The model consists on a table, where columns identify different level of complexity and rows different project aspects. Three level of complexity are defined: high, medium and low. While, 11 rows identify:		The model consists on a table, where columns identify different level of complexity and rows different project aspects. Three level of complexity are defined: high, medium and low. While, 11 rows identify:
	*Time/Cost		*Time/Cost

Polariccardo: /* The gap */

2021-02-27T16:02:17Z

The gap

← Older revision		Revision as of 16:02, 27 February 2021
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	=== The gap ===		=== The gap ===
	<blockquote>In project contexts, the traditional project management paradigm assumes full pre-given knowledge about the project that is being managed. This, in accordance with the definition given above, is an approach that well fit a complicated project. In contrast to the traditional paradigm, more recent methodologies accept that not all information can be known before to start or in the initial phase of a project, pursuing a learning based approach [~~Terence et al., 2013~~]. Therefore, knowledge plays a central role for the definition of '''complex project'''. A complex project is characterized by continuously changing shape which requires to redefine goals and scope several times throughout the project life cycle [~~Terence et al., 2013~~]. Methodologies such as [[Agile Methodology]] tried to address this problem through an iterative approach to projects. Agile project management perfectly fit the life cycle of product development (e.g. software development) since the outcome of one iteration can be accepted or declined, giving birth to a new iteration afterwards [~~Thomke et al., 1998~~]. Moreover, this technique address the issue of a changing surrounding environment that can continuously affect project goals' expectations. Nevertheless, this approach does not address the issue of complexity for project which requires a right-first-time outcome. When the goal of a project is to deliver a single outcome, such as the Eurovision Song Contest 2014 in Copenhagen, there is no space for testing and a different approach is required.</blockquote><br>		<blockquote>In project contexts, the traditional project management paradigm assumes full pre-given knowledge about the project that is being managed. This, in accordance with the definition given above, is an approach that well fit a complicated project. In contrast to the traditional paradigm, more recent methodologies accept that not all information can be known before to start or in the initial phase of a project, pursuing a learning based approach [5]. Therefore, knowledge plays a central role for the definition of '''complex project'''. A complex project is characterized by continuously changing shape which requires to redefine goals and scope several times throughout the project life cycle [5]. Methodologies such as [[Agile Methodology]] tried to address this problem through an iterative approach to projects. Agile project management perfectly fit the life cycle of product development (e.g. software development) since the outcome of one iteration can be accepted or declined, giving birth to a new iteration afterwards [2]. Moreover, this technique address the issue of a changing surrounding environment that can continuously affect project goals' expectations. Nevertheless, this approach does not address the issue of complexity for project which requires a right-first-time outcome. When the goal of a project is to deliver a single outcome, such as the Eurovision Song Contest 2014 in Copenhagen, there is no space for testing and a different approach is required.</blockquote><br>

	=== The inspiration ===		=== The inspiration ===

Polariccardo: /* What is complexity? */

2021-02-27T16:01:11Z

What is complexity?

← Older revision		Revision as of 16:01, 27 February 2021
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	= A bit of background =		= A bit of background =
	===== What is complexity? =====		===== What is complexity? =====
	<blockquote>While the Cambridge Dictionary define the noun complexity as "''the state of having many parts and being difficult to understand or find an answer to''", the concept of '''complexity''' is still not well defined by the academic community. Depending on the subject of research, different characteristics are identified and chosen to define the complexity of a specific topic. Nevertheless, several general definitions of complexity have been suggested and the researcher considers relevant reporting that one proposed by Sydney Dekker for differentiating Complicated and Complex systems.''"Complicated systems may be quite intricated and consist of a huge numbers of parts but they can always be taken apart and put together again. Complicated systems become complex when they are opened up to influences that lie way beyond engineering specifications and reliability predictions. Complex systems are held together by local relationships only. Each component is ignorant of the behaviour of the system as a whole and cannot know the full influences of its actions. The boundaries of what constitutes the system become fuzzy; interdependencies and interactions multiply and mushroom"'' [~~Dekker et al., 2010~~]. From this definition it is possible to grasp some knowledge for identifying when we are dealing with a complex project but also which are the main characteristic that we should try to keep in control for avoiding complexity to grow.</blockquote> <br>		<blockquote>While the Cambridge Dictionary define the noun complexity as "''the state of having many parts and being difficult to understand or find an answer to''", the concept of '''complexity''' is still not well defined by the academic community. Depending on the subject of research, different characteristics are identified and chosen to define the complexity of a specific topic. Nevertheless, several general definitions of complexity have been suggested and the researcher considers relevant reporting that one proposed by Sydney Dekker for differentiating Complicated and Complex systems.''"Complicated systems may be quite intricated and consist of a huge numbers of parts but they can always be taken apart and put together again. Complicated systems become complex when they are opened up to influences that lie way beyond engineering specifications and reliability predictions. Complex systems are held together by local relationships only. Each component is ignorant of the behaviour of the system as a whole and cannot know the full influences of its actions. The boundaries of what constitutes the system become fuzzy; interdependencies and interactions multiply and mushroom"'' [1]. From this definition it is possible to grasp some knowledge for identifying when we are dealing with a complex project but also which are the main characteristic that we should try to keep in control for avoiding complexity to grow.</blockquote> <br>

	=== The gap ===		=== The gap ===

Polariccardo: /* Bibliography */

2021-02-27T16:00:28Z

Bibliography

← Older revision		Revision as of 16:00, 27 February 2021
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	= Bibliography =		= Bibliography =
	1 - Dekker, Sidney & Cilliers, Paul & Hofmeyr, Jan-Hendrik. (2011). The complexity of failure: Implications of complexity theory for safety investigations. Safety Science. 49. 939-945. 10.1016/j.ssci.2011.01.008.<br>		1 - ''Dekker, Sidney & Cilliers, Paul & Hofmeyr, Jan-Hendrik. (2011). The complexity of failure: Implications of complexity theory for safety investigations. Safety Science. 49. 939-945. 10.1016/j.ssci.2011.01.008.''<br>
	<blockquote>In this paper, Sydney Dekker and his team discussed the concept of failure. In their analysis, they investigate the concept of complicated versus complex system. Even if this paper is not directly related with project management, the definitions of complexity and complex system are very detailed and it help practitioners to acquaint with them.</blockquote>		<blockquote>In this paper, Sydney Dekker and his team discussed the concept of failure. In their analysis, they investigate the concept of complicated versus complex system. Even if this paper is not directly related with project management, the definitions of complexity and complex system are very detailed and it help practitioners to acquaint with them.</blockquote>
	<br>		<br>

	2 - Thomke, S., & Reinertsen, D. (1998). Agile Product Development: MANAGING DEVELOPMENT FLEXIBILITY IN UNCERTAIN ENVIRONMENTS. California Management Review, 41(1), 8–30. https://doi.org/10.2307/41165973.<br>		2 - ''Thomke, S., & Reinertsen, D. (1998). Agile Product Development: MANAGING DEVELOPMENT FLEXIBILITY IN UNCERTAIN ENVIRONMENTS. California Management Review, 41(1), 8–30. https://doi.org/10.2307/41165973.''<br>
	<blockquote>In this paper are discussed the concept of Agile methodology for product development. Practitioners can read about how this methodology perfectly fit the process of developing new products.</blockquote>		<blockquote>In this paper are discussed the concept of Agile methodology for product development. Practitioners can read about how this methodology perfectly fit the process of developing new products.</blockquote>
	<br>		<br>

	3 - Hass, K. B. & Lindbergh, L. B. (2010). The bottom line on project complexity: applying a new complexity model. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.<br>		3 - ''Hass, K. B. & Lindbergh, L. B. (2010). The bottom line on project complexity: applying a new complexity model. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.''<br>
	<blockquote>In this paper is presented the research made by Hass for testing the Project complexity model mentioned in the article. Practitioners can find relevant information regarding which methodologies are used by project managers in different industries. Moreover, several approaches are proposed for different kind of complexity.</blockquote>		<blockquote>In this paper is presented the research made by Hass for testing the Project complexity model mentioned in the article. Practitioners can find relevant information regarding which methodologies are used by project managers in different industries. Moreover, several approaches are proposed for different kind of complexity.</blockquote>
	<br>		<br>

	4 - Hass, K.B. (2009), Managing Project Complexity: A New Model. Vienna, VA: Management Concepts.<br>		4 - ''Hass, K.B. (2009), Managing Project Complexity: A New Model. Vienna, VA: Management Concepts.''<br>
	<blockquote>Book where the Project Complexity model was presented for the first time.</blockquote>		<blockquote>Book where the Project Complexity model was presented for the first time.</blockquote>
	<br>		<br>

	5 - Ahern, Terence & Leavy, Brian & Byrne, P.. (2014). Complex project management as complex problem solving: A distributed knowledge management perspective. International Journal of Project Management. 32. 1371-1381. 10.1016/j.ijproman.2013.06.007.<br>		5 - ''Ahern, Terence & Leavy, Brian & Byrne, P.. (2014). Complex project management as complex problem solving: A distributed knowledge management perspective. International Journal of Project Management. 32. 1371-1381. 10.1016/j.ijproman.2013.06.007.''<br>
	<blockquote>In this paper is explained in details how the complex project solving fits complex projects. If practitioners are interested on how to apply learning cycles and distributed knowledge, his paper give them two examples from two governative bodies.</blockquote>		<blockquote>In this paper is explained in details how the complex project solving fits complex projects. If practitioners are interested on how to apply learning cycles and distributed knowledge, his paper give them two examples from two governative bodies.</blockquote>
	<br>		<br>

	6 - Gorod, Alex & Hallo, Leonie & Nguyen, Tiep. (2018). A Systemic Approach to Complex Project Management: Integration of Command‐and‐Control and Network Governance. Systems Research and Behavioral Science. 35. 10.1002/sres.2520.<br>		6 - ''Gorod, Alex & Hallo, Leonie & Nguyen, Tiep. (2018). A Systemic Approach to Complex Project Management: Integration of Command‐and‐Control and Network Governance. Systems Research and Behavioral Science. 35. 10.1002/sres.2520.''<br>
	<blockquote>In this article is discussed integration of Command‐and‐Control and Network Governancein details. Furthermore, it is explained how it can beneficial through a case study based on the response and recovery of Fukushima Daiichi nuclear power plant disaster in Japan.</blockquote>		<blockquote>In this article is discussed integration of Command‐and‐Control and Network Governancein details. Furthermore, it is explained how it can beneficial through a case study based on the response and recovery of Fukushima Daiichi nuclear power plant disaster in Japan.</blockquote>