Engineering, Project, and Production Management
EPPM 2014 Conference Papers
Applying the Lens of Complexity Theory to Project Management
Ian Jay1 , Nien-Tsu Tuan2 , and Mark Massyn3
1 Senior Lecturer, Department of
Construction Economics and Management, Private Bagx3, Rondebosch 7701, South
Africa, Tel: +27-21-6503443, Fax: +27-21-6897564, E-mail: Ian.Jay@uct.ac.za
2 Senior Lecturer, Department of Construction Economics and
Management, Private Bagx3, Rondebosch 7701, South Africa, Tel: +27-21-6503443,
Fax: +27-21-6897564, E-mail: nien-tsu.tuan@uct.ac.za
3 Senior Lecturer, Department of Construction Economics and
Management, Private Bagx3, Rondebosch 7701, South Africa, Tel: +27-21-6503443,
Fax: +27-21-6897564, E-mail: Mark.Massyn@uct.ac.za
Abstract:The authors argue that the traditional way of regarding project management is too mechanistic and is rooted in an inappropriate paradigm of command and control thinking. The alternative paradigm is to view projects as complex systems and the outcomes of the project as emergent properties of the system. This alternative paradigm presents a challenge to the organization learning process. Learning happens through the ‘double loop’ process and the knowledge is held as procedural norms in the organization. This creates a paradox, the procedures are mechanistic structures embodied in the project methodology and because of their inherent nature they cannot accommodate complexity. The authors suggest the use of Interpretive Structural Modelling (ISM) as a means of overcoming the difficulty. Our argument is that through the frequent use of concept modelling tools through the duration of the project as well as the front end, a manager can navigate project to more successful outcomes.
Keywords:Complexity, emergence, project management.
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