Controlling chaos? The value and the challenges of applying complexity theory to project management
Remington, Kaye & Zolin, Roxanne (2011) Controlling chaos? The value and the challenges of applying complexity theory to project management. In Cooke-Davies, Terry (Ed.) Aspects of Complexity : Managing Projects in a Complex World. Project Management Institute, Newtown Square, Pa.
|Accepted Version (PDF 482Kb) |
Administrators only | Request a copy from author
The literature abounds with descriptions of failures in high-profile projects and a range of initiatives has been generated to enhance project management practice (e.g., Morris, 2006). Estimating from our own research, there are scores of other project failures that are unrecorded. Many of these failures can be explained using existing project management theory; poor risk management, inaccurate estimating, cultures of optimism dominating decision making, stakeholder mismanagement, inadequate timeframes, and so on. Nevertheless, in spite of extensive discussion and analysis of failures and attention to the presumed causes of failure, projects continue to fail in unexpected ways. In the 1990s, three U.S. state departments of motor vehicles (DMV) cancelled major projects due to time and cost overruns and inability to meet project goals (IT-Cortex, 2010). The California DMV failed to revitalize their drivers’ license and registration application process after spending $45 million. The Oregon DMV cancelled their five year, $50 million project to automate their manual, paper-based operation after three years when the estimates grew to $123 million; its duration stretched to eight years or more and the prototype was a complete failure. In 1997, the Washington state DMV cancelled their license application mitigation project because it would have been too big and obsolete by the time it was estimated to be finished. There are countless similar examples of projects that have been abandoned or that have not delivered the requirements.
Citation countsare sourced monthly fromand citation databases.
These databases contain citations from different subsets of available publications and different time periods and thus the citation count from each is usually different. Some works are not in either database and no count is displayed. Scopus includes citations from articles published in 1996 onwards, and Web of Science generally from 1980 onwards.
Citations counts from theindexing service can be viewed at the linked Google Scholar™ search.
|Item Type:||Book Chapter|
|Keywords:||Complexity Theory, Project Management|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Planning and Management (150312)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School|
Current > Schools > School of Management
|Copyright Owner:||Copyright 2011 Project Management Institute|
|Deposited On:||19 Jul 2011 09:02|
|Last Modified:||14 Aug 2011 00:37|
Repository Staff Only: item control page