A Simple View of ‘Complexity’ in Project Management

"In questions of science, the authority of a thousand is not worth the humble reasoning of a single individual."
Galileo Galilei 1564-1642

Keywords: Complexity, Communications, Project Office, Stakeholders.

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A Simple View of ‘Complexity’ in Project Management  [P070]

Complexity theory helps understand the social behaviours of teams and networks of people involved in and around a project.  The ideas apply equally to small in-house projects as to large complicated projects.  In this regard, ‘complexity’ is not a synonym for ‘complicated’ or ‘large’.

This paper briefly examines the underlaying ideas and philosophies that have created ‘modern project management’ together with some emerging ideas such as projects being ‘temporary knowledge organisations’ (TKOs). [ See also: The Origins of Modern Project Management ]

It also traces the development of ‘Complexity Theory’ from its origins in Chaos Theory to the ideas of ‘Complex Responsive Processes of Relating’ (CRPR) and seeks to link the ideas within two other strands of research; ‘Social Networks’ and ‘Temporary Knowledge Organisations’, to Complexity Theory.

From this theoretical framework the true nature of a ‘project’ is described from the perspective of the ‘knowledge workers’ or ‘actors’ engaged in the creation, execution, delivery and closure of the project. Then two critical aspects of project management practice will be re-evaluated from a ‘complexity’ perspective:

• The purpose and use of project management artifacts such as Schedules and EV Charts as communication tools to influence the ‘actors’ that make up the organisation surrounding the project (its ‘stakeholders’). [ See also: Getting the Soft Stuff Right- Effective communication is the key to successful project outcomes! ]
   
• Understanding risk and uncertainty from the viewpoint of ‘complexity theory’. [ See also: The Meaning of Risk in an Uncertain World ]
  

The paper concludes by developing a range of practical suggestions for improving the effectiveness of both communication practice and risk management practice within projects based on an understanding of ‘complexity theory’ applied to the project environment.

Author: Patrick Weaver

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