Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice

Maylor, Harvey; Vidgen, Richard; Carver, Stephen

doi:10.1002/pmj.20057

Cited by 175 publications

(155 citation statements)

References 31 publications

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“…This element takes an expanded view of goals and considers the number of goals, goal alignment and clarity of goals (Baccarini 1996;Bosch-Rekveldt et al 2011;Floricel et al 2016;Geraldi & Adlbrecht 2007;Maylor et al 2008;Tatikonda & Rosenthal 2000;Vidal & Marle 2008;Williams 1999 …”

Section: Technical Complexitymentioning

confidence: 99%

“…• Market conditions: Market conditions play internal and external influencing roles in projects. Specific attention should be paid to internal strategic pressure, stability of project environment and level of competition (BoschRekveldt et al 2011;Dunović et al 2014;Floricel et al 2016;Geraldi & Adlbrecht 2007;Geraldi et al 2011;Maylor et al 2008;Senescu et al 2013). • Risk: Environmental risks which are either manmade or natural must be considered within any project type (Bosch-Rekveldt et al 2011;Dunović et al 2014;Floricel et al 2016;Remington & Pollack 2007).…”

Section: Environmental Complexitymentioning

confidence: 99%

“…• Triple constraint: This element assesses uncertainty by focusing on the features of time, scope and cost (BoschRekveldt et al 2011;Geraldi & Adlbrecht 2007;Geraldi et al 2011;Maylor et al 2008;Remington & Pollack 2007;Thomé et al 2016). …”

Section: Uncertaintymentioning

confidence: 99%

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Conceptualising a multidimensional model of information communication and technology project complexity

Joseph

2017

S. Afr. j. inf. manag.

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Background: Information communication and technology (ICT) projects are different from other projects, such as construction, and require a new perspective to determine their true nature. The lacklustre state of ICT projects has plagued researchers and practitioners for decades as they are yet to understand why ICT projects do not perform. Literature places significant emphasis on success criteria and success factors for determining project success, but this is a unilateral view as the level of complexity involved is underestimated. ICT projects, however, are multifaceted as there are a number of dimensions that influence the management and outcome of a project.Objectives: This article aimed to illuminate how the dimensions are interdependent and interconnected through the construction of a conceptual model of ICT project complexity.Methods: Content analysis was used to identify and understand the various dimensions and facilitated construction of the model.Results: The article identified five dimensions that affect ICT projects, viz. project success, project lifecycle, project complexity, project types and project methods. Each dimension was analysed to understand the key constructs and elements that need to be considered. The dimensions were mapped in a multidimensional model.Conclusion: The multidimensional model of ICT project complexity can be used by ICT project managers to more effectively manage projects as they are provided with a greater understanding of ICT project influences.

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Section: Technical Complexitymentioning

confidence: 99%

Section: Environmental Complexitymentioning

confidence: 99%

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Conceptualising a multidimensional model of information communication and technology project complexity

Joseph

2017

S. Afr. j. inf. manag.

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“…Complexity of projects played an important role in the project management debate in literature and at project management conferences the last decade (Bosch-Rekveldt 2011;Williams 2002;Geraldi and Adlbrecht 2007;Hass 2007;Dombkins and Dombkins 2008;Bosch-Rekveldt and Mooi 2008;Maylor et al 2008;Vidal and Marle 2008;Bosch-Rekveldt et al 2011Hertogh et al 2008). The interest in "complexity" is fed by the assumption that one of the reasons for project failure would be the increasing complexity of projects and underestimation of this complexity (Williams 2002(Williams , 2005Neleman 2006).…”

Section: Introductionmentioning

confidence: 99%

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Hazır

Haouari

Erel

2014

Handbook on Project Management and Scheduling Vol. 2

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This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

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“…Furthermore, it is noted that: (a) the apprentices of project management are in search of a guide to deal with the complexity (Geraldi et al, 2011) and (b) the academics are in search of a definition for the complexity in projects that can be used in a systemic way (Morel & Ramanujam, 1999;Xia & Lee, 2004;Maylor et al, 2008;Vidal et al, 2011;Chapman, 2016).…”

Section: Introductionmentioning

confidence: 99%

Caracterização da complexidade em projetos de engenharia

2018

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Resumo: A complexidade dos projetos tem aumentado, impulsionando a demanda, no gerenciamento moderno de projetos, por novos conhecimentos, ferramentas, técnicas e modelos de trabalho. No entanto, a comunidade Palavras-chave: Projetos complexos; Teoria da Complexidade; Teoria da Representação Social; Evocação de palavras.Abstract: The complexity of the projects has increased, boosting the demand in modern project management for new knowledge, tools, techniques and work models. However, the scientific community still seeks a definition for the complex project construct and the factors that characterize it. Therefore, the objective of this qualitative and descriptive study was to identify the factors that characterize the complexity in the vision of engineering project management professionals and from that, to propose a definition for a complex project. This characterization was based on the perception of 132 respondents, captured through the word evocation technique; treated and analyzed by the Vèrges technique with the support of Social Representation Theory and Complexity Theory. As a result, the central nucleus of the social representation that characterizes a complex project in the view of the professionals of the engineering area was constituted in descending order by: stakeholders, difficulty, risks, technology, large, scope, multidisciplinary and long. It is observed that complex projects are seen as a superlative system, in terms of quantity and quality of constituents, and stakeholders management gains protagonism.

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Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice

Cited by 175 publications

References 31 publications

Conceptualising a multidimensional model of information communication and technology project complexity

Conceptualising a multidimensional model of information communication and technology project complexity

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Caracterização da complexidade em projetos de engenharia

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