Complex Project Management (CPM)
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The aim of this article is to introduce practitioners to concepts, strategies and tools of '''Complex Project Management (CPM)'''. As project become to include more 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). 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 definiton of CPM has not been yet achieved, this article analyzes and suggests the most widely spread approaches available, organizing them following the project life cycle stucture. | The aim of this article is to introduce practitioners to concepts, strategies and tools of '''Complex Project Management (CPM)'''. As project become to include more 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). 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 definiton of CPM has not been yet achieved, this article analyzes and suggests the most widely spread approaches available, organizing them following the project life cycle stucture. | ||
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| + | == Introduction == | ||
| + | The concept of complexity is still not well defined by the accademic community. Depending on the subject of research, different characteristic ar 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 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 constitues the system become fuzzy; interdependencies and interactions multiply and mushroom.[Dekker S., 2010] | ||
Revision as of 13:06, 14 February 2021
Abstract
The aim of this article is to introduce practitioners to concepts, strategies and tools of Complex Project Management (CPM). As project become to include more 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). 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 definiton of CPM has not been yet achieved, this article analyzes and suggests the most widely spread approaches available, organizing them following the project life cycle stucture.
Introduction
The concept of complexity is still not well defined by the accademic community. Depending on the subject of research, different characteristic ar 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 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 constitues the system become fuzzy; interdependencies and interactions multiply and mushroom.[Dekker S., 2010]
