Further to two earlier posts on the subject projects aren’t projects I have run across an interesting journal paper from Jon Whitty focused on Complexity.
A number of organisations are promoting the concept of ‘complex project management’; many other commentators, including me, feel complexity is a factor in every project. The elements of complexity theory include non linearity, emergence and unpredictability. In project management space, this translates to the interactions of people involved in and around the project to each other and to the project work (for more on this see A Simple View of Complexity in Project Management).
Jon’s paper reinforces the argument that projects have multiple dimensions and additionally projects and programs are quite different. Whilst there is likely to be a correlation between size and complexity, the two dimensions are not directly related! To read more see:
- Whitty, S.J. & Maylor, H. (2009) And then came Complex Project Management (revised). International Journal of Project Management, 27 (3) 304-310.
- Projects aren’t projects
- Projects aren’t projects – Typology