Complex project management as complex problem solving: A distributed knowledge management perspective

Ahern, Terence C.; Leavy, Brian; Byrne, Peter

doi:10.1016/j.ijproman.2013.06.007

Cited by 147 publications

(94 citation statements)

References 63 publications

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“…), which were the focus of this paper, and, in addition, the tacit dimension of knowledge as a component of all knowledge (Brown and Duguid, 1991;Cook and Brown, 1999;Lindkvist, 2005;Polanyi, 1967). In relation to knowledge management, as complex projects require continuous learning over the life cycle by the project team as a community of learners, future research could explore how this dispersed emergent knowledge can be coordinated through distributed organizing or other means (e.g., Ahern et al, 2013).…”

Section: Project Research Developmentmentioning

confidence: 99%

Knowledge formation and learning in the management of projects: A problem solving perspective

Ahern

Leavy

Byrne

2014

International Journal of Project Management

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In contrast to traditional projects, which are assumed to be fully specified and then executed with little learning anticipated, complex projects cannot be fully specified at the outset and require continuous learning over their life cycles. Nevertheless, the key role of knowledge formation and learning in managing complex projects is under-developed for expanding project capability boundaries to include knowledge uncertainty and indeterminacy.Drawing inspiration from Karl Weick's enactivist ideas and an empirical study of two organizations that developed project capability for complex projects, the paper develops an integrated view of projects and project management that is grounded in problem solving learning and organizing.More specifically, a project is reconceptualised as 'a mode of organizing to accomplish a temporary undertaking' with intrinsic learning. This perspective views complex projects under knowledge uncertainty as learning organizations, with implications for project management theory and practice.

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Section: Project Research Developmentmentioning

confidence: 99%

Knowledge formation and learning in the management of projects: A problem solving perspective

Ahern

Leavy

Byrne

2014

International Journal of Project Management

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“…Discover the degree of complexity of the projects is part of a management model, whose purpose is to obtain the best results (Pich et al, 2002;Cooke-Davies et al, 2008;Giezen, 2012;Ahern et al, 2013;Antoniou et al, 2013).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Caracterização da gestão de fatores de risco em projetos de infraestrutura

2017

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ISSN 0104-530X (Print) ISSN 1806-9649 (Online) Resumo: Este estudo tem por objetivo compreender como se caracteriza a gestão dos fatores de risco no desempenho de projetos de infraestrutura. Para tal, utilizou-se o referencial teórico associado tanto à literatura voltada para o gerenciamento de riscos quanto sobre complexidade e desempenho de projetos. A estratégia de pesquisa utilizada baseou-se no método de estudo de casos múltiplos, compreendendo a análise de cinco empreendimentos em dois segmentos econômicos distintos. As evidências empíricas sugerem que o impacto dos fatores de risco no desempenho dos projetos depende da intensidade da gestão dos riscos e das habilidades dos gerentes de risco, mas não varia com a complexidade dos projetos. O estudo também indica que a intensidade do desempenho nas dimensões analisadas varia de acordo com a influência dos fatores considerados. Palavras-chave: Projeto de infraestrutura; Desempenho; Gerenciamento de risco; Fator de risco; Complexidade.Abstract: This study aims to understand how risk factor management is characterized in the performance of infrastructure projects. The multiple-case study methodology was used, including the analysis of five projects in two different economic sectors. Empirical evidence suggests that the impact of risk factors in the performance of projects depends on risk management intensity and on the skills of risk managers, but it does not vary with project complexity. Furthermore, the intensity of the analyzed performance dimensions may vary according to the influence of the factors considered.

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“…First, as discussed above, the projects that PBFs participate in are inherently interorganisational problem-solving activities (Ahern, Leavy, & Byrne, 2013;Ahola & Davies, 2012;Davies, 2013;Nightingale & Brady, 2011;Söderlund, 2002;Stinchcombe & Heimer, 1985). More succinctly, complex projects are typified by uncertainty, and this uncertainty gives rise to risks, events and opportunities inside projects that require innovative problem solving Stinchcombe & Heimer, 1985).…”

Section: What Adaptive Problem-solving Capabilities Look Likementioning

confidence: 99%

“…(Ahern et al, 2013;Ahola & Davies, 2012;Davies, 2013;Loch et al, 2006;Nightingale et al, 2011;Pich et al, 2002;Söderlund, 2002;Stinchcombe & Heimer, 1985).…”

Section: Adaptive Capabilitiesunclassified

“…Adaptive problem solving capabilities are argued to be important for PBFs in order to adapt and respond to changing circumstances and emergent events that typify the large interorganisational projects in which they participate (Ahern et al, 2013;Ahola & Davies, 2012;Davies, 2013;Nightingale et al, 2011;Söderlund, 2002;Stinchcombe & Heimer, 1985).…”

Section: Adaptive Capabilitiesmentioning

confidence: 99%

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Novel product innovation in project-based firms: explaining innovation where interdependent firms deliver complex system-level outcomes

Ford¹

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Project-based firms (PBFs) are an increasingly important firm type in today's projectdriven world. Over the next two decades, PBFs will transform nearly $60 trillion into complex product systems (CoPS) that comprise the communication, energy, and transportation infrastructure of our modern global economy. In the process, they will participate in a collective technological development process that is iterative, intensely interorganisational, and dominated by their participation in large industry projects. In this environment, PBFs will deliver components, subsystems, and CoPS, some being novel products that are new to the world. These are called CoPS-related novel products.However, the current understanding of how PBFs introduce CoPS-related novel products is lacking. In general, the existing innovation literature does not provide an adequate inter-organisational perspective, which is necessary to explain the development of new The CoPS innovation literature itself remains too focused on the role of large system integrators, and not on the broader network of firms that support innovation. This leaves unscrutinised rest of the 'project-based productive network' of firms delivering products (components, technologies, and subsystems) into the higher-level CoPS. Taken together, the current literature inadequately addresses many factors that are important to novel product innovation in PBFs. Therefore, the central research question this thesis aims to answer is: What factors facilitate PBFs' ability to introduce novel product innovations in environments where interdependent firms deliver complex system-level outcomes?Three specific challenges are imperative to understanding novel product introduction in PBFs. The first relates to the project-based nature of organising, which means that PBFs have contingent opportunities for novel product innovation, depending upon the circumstances of the projects they conduct. This is called the contingent opportunities problem. The second challenge is that PBFs have to ensure that their innovations are compatible with our technologies in their environment. This is called the technological interdependencies problem. The third challenge is that PBFs have enduring interorganisational commitments that extend across the projects they conduct. This is called the enduring relationships problem.ii Novel product innovation in project-based firms Three research studies were designed and conducted to address the three specific challenges. The research is based on survey data collected from PBFs in the Australian upstream oil and gas industry. Study 1 investigates capabilities that PBFs use to overcome the contingent opportunities problems. This study finds that firms use an adaptive problemsolving capability to recognise opportunities within projects, and are reliant on networking capabilities to bring about novel product innovations. Study 2 investigates how PBFs use both inbound and outbound non-pecuniary open innovation practices to resolve technological interdependencies. This stud...

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Complex project management as complex problem solving: A distributed knowledge management perspective

Cited by 147 publications

References 63 publications

Knowledge formation and learning in the management of projects: A problem solving perspective

Knowledge formation and learning in the management of projects: A problem solving perspective

Caracterização da gestão de fatores de risco em projetos de infraestrutura

Novel product innovation in project-based firms: explaining innovation where interdependent firms deliver complex system-level outcomes

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