Complexity Theory and Project Management

Curlee, Wanda; Gordon, Robert L.

doi:10.1002/9780470949986

Cited by 29 publications

(25 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…To make it happen, the right people must be involved in the right tasks. Project managers do not need to control everything in a project and maybe they do not want to (Curlee & Gordon, 2011). The secretary has the required hard and soft skills to support not only the project manager but also the project team.…”

Section: The Administrative Professionalmentioning

confidence: 99%

“…Complexity theory emanated from the chaos theory and considers that things are not so organized as previously thought (Curlee & Gordon, 2011). According to the same authors, it was initially applied to mathematics and sciences and, lately, to social sciences and business.…”

Section: Complex Projectsmentioning

confidence: 99%

“…According to the same authors, it was initially applied to mathematics and sciences and, lately, to social sciences and business. Curlee and Gordon (2011) argued that complexity theory is about the necessary flexibility to deal with every single human interaction and situation, what is not feasible through the total order.…”

Section: Complex Projectsmentioning

confidence: 99%

“…As organizations learn how to apply complexity theory's principles they will be much more important to the project management field and as a result it is expected to mature as complexity theory does (Curlee & Gordon, 2011). Ahern, Leavy & Byrne (2013) studied complex project management as complex problem solving by exploring knowledge transfer between complex projects.…”

Section: Complex Projectsmentioning

confidence: 99%

See 3 more Smart Citations

The Role of the Administrative Professional in the Management of Complex Projects

Piscopo

Silveira

2013

R. G. Secr.

View full text Add to dashboard Cite

RESUMOComo uma profissão do tempo dos escribas, o secretariado se desenvolveu significativamente ao longo do tempo, contudo a pesquisa nesse campo parece não ter acompanhado o papel dos praticantes. Atualmente a especialização requerida do profissional de secretariado envolve não somente as habilidades que anteriormente caracterizavam seu trabalho mas também um conjunto de novas habilidades mais relacionadas com a administração da organização. Essas podem incluir mas não se limitam à viabilização de resultados que de forma geral inclui o envolvimento em gestão da mudança, criatividade e empreendedorismo, planos de aumento da produtividade, ações de corte de custos e gerenciamento de projetos. Devido à complexidade que caracteriza o ambiente de negócios e os projetos das empresas, este artigo busca investigar o papel do profissional de secretariado na gestão de projetos complexos. Como uma pesquisa exploratória, três casos foram estudados em empresas globais nas quais projetos complexos fazem parte de sua realidade e o profissional de secretariado existe oficialmente. Os resultados demonstram que o envolvimento desse profissional foi muito positivo para o desempenho do projeto devido à forma como ele forneceu suporte ao gerente do projeto e à equipe do projeto. Tanto as habilidades hard quanto as soft foram muito importantes para o desempenho do projeto, especialmente a comunicação, a negocição e a atitude. O secretariado executivo evoluiu de uma perspectiva operacional para uma estratégica. Para continuar crescendo na profissão o secretário precisa aprimorar seu conhecimento sobre gerenciamento de projetos.Palavras-chave: Profissional de Secretariado; Projetos Complexos; Gestão de Projetos. THE ROLE OF THE ADMINISTRATIVE PROFESSIONAL IN THE MANAGEMENT OF COMPLEX PROJECTS ABSTRACTAs a profession that dates back the scribes' time, the secretariat has significantly evolved over time but research on this field seems not to follow the practitioners' role. Nowadays, the specialization required from the administrative professional involves not only the previously skills that for long time characterized the secretary's job but also a set of new ones that are more related to the organization's management. They may include but are not limited to enabling results in a wide sense as getting involved in change management, creativity and entrepreneurship, productivity increasing plans, cost cutting actions, and project management. Due to the complexity that characterizes the business environment and companies' projects, this article aims at investigating the role of the administrative professional in the management of complex projects. As an exploratory research, three case studies have been conducted with global companies in which complex projects are part of their reality and the administrative professional is officially existent. Findings show that the involvement of this professional has been very positive to project performance due to the way he supported the project manager and the project team. Both secretary's hard an...

show abstract

Section: The Administrative Professionalmentioning

confidence: 99%

Section: Complex Projectsmentioning

confidence: 99%

Section: Complex Projectsmentioning

confidence: 99%

Section: Complex Projectsmentioning

confidence: 99%

See 2 more Smart Citations

The Role of the Administrative Professional in the Management of Complex Projects

Piscopo

Silveira

2013

R. G. Secr.

View full text Add to dashboard Cite

show abstract

“…Hence, it seems likely to develop a general definition for complexity such as self-organization of components in mutual interaction as hierarchical systems in order to build potential forms (Curlee & Gordon, 2010).…”

Section: Complexitymentioning

confidence: 99%

Managing schools as complex adaptive systems: A strategic perspective

Fidan

2017

iejee

View full text Add to dashboard Cite

This conceptual study examines the analogies between schools and complex adaptive systems and identifies strategies used to manage schools as complex adaptive systems. Complex adaptive systems approach, introduced by the complexity theory, requires school administrators to develop new skills and strategies to realize their agendas in an ever-changing and complexifying environment without any expectations of stability and predictability. The results indicated that in this period administrators need to have basic skills such as (a) diagnosing patterns emerging from complexity, (b) manipulating the environment by anticipating potential patterns organizations may evolve into, (c) choosing organizational structures compatible with an ever-changing and complexifying environment and (d) promoting innovation to create and manage organizational changes. Although these skills enable administrators to reduce complexity into a manageable form to some extent, stakeholders' having a common perspective regarding their schools and environments, and executing their activities in accordance with a shared vision are required to turn these skills into complexity management strategies.

show abstract