Complex Project Management (CPM)
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== Abstract == | == Abstract == | ||
| − | The aim of this article is to introduce practitioners to concepts | + | The aim of this article is to introduce practitioners to concepts and tools of '''Complex Project Management (CPM)''' in the early stage of a project. As project become to include international stakeholders and more activities, an increasing concern related to project complexity arises. Identifying sources of complexity turns to be extremely relevant for achieving project's goals. As a matter of fact, complexity influences planning and control phases of a project, jeopardizing the three elements of the Iron Triangle (quality, cost and time). Therefore, it is crucial to define whether a project should be considered complex and why, starting from the early stage of the project life cycle. Introducing an analysis of project complexity in the initiation phase of a project helps project managers defining better goals and objectives, it guides in selecting the right resources, drives the definition of a project structure, and highlights soft spots where to strengthen control. In the last decades, the project management community has developed strategies and tools for spotting and managing these sources of complexity. Although a universal consensus on the definition of project complexity has not been yet achieved, this article guides practitioners from an introduction on the theoretical concept of complexity to widespread practical tools for analysing it in the early project stage. |
== Introduction == | == Introduction == | ||
The concept of complexity is still not well defined by the accademic 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 researher considers relevant to report the 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 constitues 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 identifyng when we are dealing with a complex project but also which are the main characterisic that we should try to keep in control for avoiding complexity to grow. <br> | The concept of complexity is still not well defined by the accademic 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 researher considers relevant to report the 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 constitues 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 identifyng when we are dealing with a complex project but also which are the main characterisic that we should try to keep in control for avoiding complexity to grow. <br> | ||
In project contexts, | In project contexts, | ||
Revision as of 16:56, 14 February 2021
Abstract
The aim of this article is to introduce practitioners to concepts and tools of Complex Project Management (CPM) in the early stage of a project. As project become to include international stakeholders and more activities, an increasing concern related to project complexity arises. Identifying sources of complexity turns to be extremely relevant for achieving project's goals. As a matter of fact, complexity influences planning and control phases of a project, jeopardizing the three elements of the Iron Triangle (quality, cost and time). Therefore, it is crucial to define whether a project should be considered complex and why, starting from the early stage of the project life cycle. Introducing an analysis of project complexity in the initiation phase of a project helps project managers defining better goals and objectives, it guides in selecting the right resources, drives the definition of a project structure, and highlights soft spots where to strengthen control. In the last decades, the project management community has developed strategies and tools for spotting and managing these sources of complexity. Although a universal consensus on the definition of project complexity has not been yet achieved, this article guides practitioners from an introduction on the theoretical concept of complexity to widespread practical tools for analysing it in the early project stage.
Introduction
The concept of complexity is still not well defined by the accademic 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 researher considers relevant to report the 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 constitues 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 identifyng when we are dealing with a complex project but also which are the main characterisic that we should try to keep in control for avoiding complexity to grow.
In project contexts,
