Project Management in the Age of Complexity and Change

Jaafari, Ali

doi:10.1177/875697280303400407

Cited by 145 publications

(69 citation statements)

References 3 publications

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“…Social complexity referred to (again) actors involved, their interests and the risks and consequences of the project in relation to its environment. Also other studies indicated the environment as an important contributor to project complexity (Jaafari 2003;Xia and Lee 2005;Mason 2007). Also Antoniadis et al (2011) favour an approach in which complexity is considered broader than just technical complexity: they showed the importance of recognizing socio-organizational complexity.…”

Section: Concepts Of Project Complexitymentioning

confidence: 95%

“…Whereas the authors mentioned above focused on "structural complexity" and "uncertainty", also softer aspects and influences from the environment are assumed to influence project complexity (De Bruijn et al 1996;Jaafari 2003;Geraldi and Adlbrecht 2007). Geraldi further developed the Williams concept earlier described and distinguished the complexity of fact and the complexity of faith (Geraldi and Adlbrecht 2007) as well as the complexity of interaction.…”

Section: Concepts Of Project Complexitymentioning

confidence: 99%

See 1 more Smart Citation

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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Section: Concepts Of Project Complexitymentioning

confidence: 95%

Section: Concepts Of Project Complexitymentioning

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

View full text Add to dashboard Cite

show abstract

“…The methods for managing risks have been widely discussed in the literature on projects (Jaafari, 2003;Kwak & Stoddard, 2004;Lyons & Skitmore, 2004;Kerzner, 2009;Zwikael & Ahn, 2011;PMI, 2013). Within this framework, Raz & Michael (2001) established a Ranking with the most contributory practices to the management, relating them to the processes of identification, assessment, response, monitoring, control, and background.…”

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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“…As the sources of complexity are pronounced to be various, dynamic, and uncertain, there is no consensus on complexity [13][14][15]. The difficulty in defining complexity can be minimised through the identification of its key drivers, although, defining those key drivers is not easier, either in the field of project management or in other domains.…”

Section: What Is Project Complexity?mentioning

confidence: 99%

Project Complexity Influence on Project management performance – The Malaysian perspective

2016

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Abstract.The project complexity has a negative influence upon project management process particularly on the project performance. The lack of consensus on project complexity is a crucial problem as project complexity is closely correlated with the project management process as well as the project management performance. Therefore,the understanding of project complexity is of significant importance to address the problem of project management performance. Our extensive literature review enlightened the lack of consensus on project complexity till date and provided a broader view and critical analysis of its underlying concepts. The intention of this paper is to examine the project complexity factors on the project management performance in Malaysia and to provide a review of project complexity and to stimulate debate on this controversial topic. The data was analyzed for a total of 101 respondents involved in this study. Theresults indicated that there is a lack of complexity during understanding and managing project performance. It is concluded that the concept of project complexity is warrents further consideration.

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Project Management in the Age of Complexity and Change

Cited by 145 publications

References 3 publications

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

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

Caracterização da gestão de fatores de risco em projetos de infraestrutura

Project Complexity Influence on Project management performance – The Malaysian perspective

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