Exploring the complexity of projects: Implications of complexity theory for project management practice

Svetlana Cicmil, Terry Cooke-Davies, Lynn Crawford, (Kurt Antony) Richardson, Project Management Institute

Research output: Book/ReportBookResearchpeer-review

Abstract

Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice explores the process and findings of the implications of the complexity theory for project management theory and practice. The golden triangle (project deadline, budget and output) makes the standard definition of project management processes, skills and knowledge paradoxical and divorced from practice. This monograph contains research of management processes and capabilities in innovative project settings and highlights the challenges in contemporary project management practice.

This research suggests that in order to define and conceptualize project complexity, the building blocks of project must be more properly defined. These include:

Individual and group relationships
Individual and group cohesion
Definition of key performance indicators
Sources of project failure
In practical terms, this research aims to propose and encourage a critical but constructive way of explaining, debating, and deliberating project management and project performance issues that can lead to a wider awareness, knowledge, and development of skills and competencies that match the complexity of projects as experienced by practitioners in contemporary organizations.

In Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice, project managers will find the realities of project management and the strategies to incorporate the complexity of a project into the original scope.
Original languageEnglish
Place of PublicationNewtown Square
PublisherProject Management Institute
Number of pages100
Edition1
ISBN (Print)9781933890951, 1933890959
Publication statusPublished - 2009

Fingerprint

Management practices
Complexity theory
Project management
Management process
Project manager
Management theory
Project complexity
Competency
Deadline
Management capability
Project performance
Management performance

Cite this

Cicmil, S., Cooke-Davies, T., Crawford, L., Richardson, K. A., & Project Management Institute (2009). Exploring the complexity of projects: Implications of complexity theory for project management practice. (1 ed.) Newtown Square: Project Management Institute.
Cicmil, Svetlana ; Cooke-Davies, Terry ; Crawford, Lynn ; Richardson, (Kurt Antony) ; Project Management Institute. / Exploring the complexity of projects : Implications of complexity theory for project management practice. 1 ed. Newtown Square : Project Management Institute, 2009. 100 p.
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Cicmil, S, Cooke-Davies, T, Crawford, L, Richardson, KA & Project Management Institute 2009, Exploring the complexity of projects: Implications of complexity theory for project management practice. 1 edn, Project Management Institute, Newtown Square.

Exploring the complexity of projects : Implications of complexity theory for project management practice. / Cicmil, Svetlana; Cooke-Davies, Terry; Crawford, Lynn; Richardson, (Kurt Antony); Project Management Institute.

1 ed. Newtown Square : Project Management Institute, 2009. 100 p.

Research output: Book/ReportBookResearchpeer-review

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AU - Project Management Institute

PY - 2009

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N2 - Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice explores the process and findings of the implications of the complexity theory for project management theory and practice. The golden triangle (project deadline, budget and output) makes the standard definition of project management processes, skills and knowledge paradoxical and divorced from practice. This monograph contains research of management processes and capabilities in innovative project settings and highlights the challenges in contemporary project management practice.This research suggests that in order to define and conceptualize project complexity, the building blocks of project must be more properly defined. These include:Individual and group relationshipsIndividual and group cohesionDefinition of key performance indicatorsSources of project failureIn practical terms, this research aims to propose and encourage a critical but constructive way of explaining, debating, and deliberating project management and project performance issues that can lead to a wider awareness, knowledge, and development of skills and competencies that match the complexity of projects as experienced by practitioners in contemporary organizations.In Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice, project managers will find the realities of project management and the strategies to incorporate the complexity of a project into the original scope.

AB - Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice explores the process and findings of the implications of the complexity theory for project management theory and practice. The golden triangle (project deadline, budget and output) makes the standard definition of project management processes, skills and knowledge paradoxical and divorced from practice. This monograph contains research of management processes and capabilities in innovative project settings and highlights the challenges in contemporary project management practice.This research suggests that in order to define and conceptualize project complexity, the building blocks of project must be more properly defined. These include:Individual and group relationshipsIndividual and group cohesionDefinition of key performance indicatorsSources of project failureIn practical terms, this research aims to propose and encourage a critical but constructive way of explaining, debating, and deliberating project management and project performance issues that can lead to a wider awareness, knowledge, and development of skills and competencies that match the complexity of projects as experienced by practitioners in contemporary organizations.In Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice, project managers will find the realities of project management and the strategies to incorporate the complexity of a project into the original scope.

M3 - Book

SN - 9781933890951

SN - 1933890959

BT - Exploring the complexity of projects

PB - Project Management Institute

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Cicmil S, Cooke-Davies T, Crawford L, Richardson KA, Project Management Institute. Exploring the complexity of projects: Implications of complexity theory for project management practice. 1 ed. Newtown Square: Project Management Institute, 2009. 100 p.