Improper Program Management Induced System Archetypes

A bibliometric-qualitative study about the use of System Dynamics in the areas of Project and Program Management

“…However, it was noted the use of the term "governance" as a keyword in recent DPM researches. This concept is important to program management because programs are effective means to create a governance structure that provides a bridge between projects and the organizational strategy (Shao & Muller, 2011) and as a structure that influences the projects coordination and the resources management (Sales et al, 2017). In other words, it seems to be possible to explore this convergence on the DPgM researches.…”

“…In the analyzed papers of Theme 2, for example in Becerril et al (2016) and Sales et al (2017), what continues to flow are the work packages. However, these work packages are typical of projects that are components of programs.…”

“…Further, only one paper appropriately addresses the use of SD in program management, with the structure of the model using the variables "Benefits" and "Governance": "Improper Program Management Induced System Archetypes" (Sales et al, 2017). However, this research does not use in its model the control mechanisms, and the behavior of the rework cycle is not adequately presented, thus only being able to be seen as initial research that needs further improvements.…”

“…Despite this, this research shows that the question of integration and exchange of information among projects is important to programs, mainly to the ones presenting strong pressure over its schedule. Sales et al (2017), proposed a model for DPgM with characteristics and controls of program, including development process and mental models for decision-making, as well as the components of a program, however, there is no detailing about rework cycle as well as domino effects, although the research approaching system archetypes. This way, despite representing advances towards a DPgM model, dealing specifically with the structure of a program, this model still needs to evolve, as it presents only two out of four fundamental structures of DPM observed by Lyneis & Ford (2007), that included four components: the characteristics of the projects, which include the processes for development, the mental models for decision making and components from projects; rework cycle, the most important feature of project dynamics models, because it includes in the dynamic models the recursive nature in which rework generates more rework; project controls, for comprehension of the variable system's performance; and the ripple and knock-on effects, in other words, the unintentional consequences of the decisionmaking process.…”