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Abstract
Complexity is an inherent property of all systems and a result of interconnections. In projects various systems come together to deliver the required outcome(s). The most common type of project complexity mentioned / considered in practice is the technical complexity and this has always been considered a main factor which affects project performance. Despite that, projects are delivered by people who interface ontinuously and therefore are effected by complexity, and in particular that caused by socio-organo interfaces and the boundaries between the various teams and parties. This has not been investigated. ocio-organo complexity leads to reduction in performance if interconnections are not managed. Research has been carried out to understand the effects of complexity through project management processes on project schedule and performance, aiming towards the development of a tool and identification of actions that will enable the management of these effects. The author presents results of five case studies, which demonstrate that socio-organo complexity affects performance and these results have similarities with the behaviour of underdamped control systems. The results have significant implications on the way socioorganisational complexity can be managed, how processes are implemented, but also enable parallels to be drawn between the fields of project management and control systems. Considering control systems theory proposals are made in this paper for actions to be taken which will contribute towards the management of the effects of socio-organo complexity on projects.
Highlights
In the majority projects involve a large number of parties and interconnections
From the complexity theory side it has been shown [3] that it is associated with the interconnection structures that connect / relate various objects and not the objects themselves and it is defined as the natural outcome of the interactions of dynamic relationships [9]
As we cannot say that complexity in projects is a new phenomenon and the ‘reasons for delay’ are something new, we have not provided the appropriate tools to the Project Managers (PMs) and their teams to improve project performance
Summary
In the majority projects involve a large number of parties and interconnections. Previous studies [14], [15] highlight that in order to design more efficient project deliver systems and subsystems, from the soft view point, we need to understand and optimise the structuring of the interconnections of these systems and subsystems as well as the characteristics of the interconnections. This will enable project managers to prepare the set-up of the project and be ready to respond with the necessary actions at the appropriate stage
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