On Faith, Fact and Interaction in Projects

Joana Geraldi, Gerald Adlbrecht

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

Projects are and have always been complex. However, complexity is hardly managed or influenced. This paper discusses the concept of patterns of complexity, the minimal manageable "space" of complexity. In order to appraise this pattern, complexity was grouped in three types: faith, fact, and interaction. Based on this typology, 10 characteristics typically involved in projects were defined. This resulting pattern was quantitatively and qualitatively tested with eight projects through the perspective of the project manager. Based on these results, the set of characteristics, as welt as the method used to assess its intensity, is discussed. The results show that the pattern of complexity embraces relevant characteristics to support the situated management of projects, maintaining the holistic and strategic view of projects. The predominant type of complexity perceived by project managers was the complexity of interaction. This highlights the importance of coordination in projects. However, the coexistence of these three complexities was a constant in projects.
Projects are and have always been complex. However, complexity is hardly managed or influenced. This paper discusses the concept of patterns of complexity, the minimal manageable "space" of complexity. In order to appraise this pattern, complexity was grouped in three types: faith, fact, and interaction. Based on this typology, 10 characteristics typically involved in projects were defined. This resulting pattern was quantitatively and qualitatively tested with eight projects through the perspective of the project manager. Based on these results, the set of characteristics, as welt as the method used to assess its intensity, is discussed. The results show that the pattern of complexity embraces relevant characteristics to support the situated management of projects, maintaining the holistic and strategic view of projects. The predominant type of complexity perceived by project managers was the complexity of interaction. This highlights the importance of coordination in projects. However, the coexistence of these three complexities was a constant in projects.
SprogEngelsk
TidsskriftProject Management Journal
Vol/bind38
Udgave nummer1
Sider32-43
Antal sider12
ISSN8756-9728
StatusUdgivet - 2007
Udgivet eksterntJa

Bibliografisk note

CBS Bibliotek har ikke adgang til materialet

Citer dette

Geraldi, Joana ; Adlbrecht, Gerald. / On Faith, Fact and Interaction in Projects. I: Project Management Journal. 2007 ; Bind 38, Nr. 1. s. 32-43
@article{25edb752e17b421991cbd969e3034fae,
title = "On Faith, Fact and Interaction in Projects",
abstract = "Projects are and have always been complex. However, complexity is hardly managed or influenced. This paper discusses the concept of patterns of complexity, the minimal manageable {"}space{"} of complexity. In order to appraise this pattern, complexity was grouped in three types: faith, fact, and interaction. Based on this typology, 10 characteristics typically involved in projects were defined. This resulting pattern was quantitatively and qualitatively tested with eight projects through the perspective of the project manager. Based on these results, the set of characteristics, as welt as the method used to assess its intensity, is discussed. The results show that the pattern of complexity embraces relevant characteristics to support the situated management of projects, maintaining the holistic and strategic view of projects. The predominant type of complexity perceived by project managers was the complexity of interaction. This highlights the importance of coordination in projects. However, the coexistence of these three complexities was a constant in projects.",
author = "Joana Geraldi and Gerald Adlbrecht",
note = "CBS Library does not have access to the material",
year = "2007",
language = "English",
volume = "38",
pages = "32--43",
journal = "Project Management Journal",
issn = "8756-9728",
publisher = "Wiley-Blackwell",
number = "1",

}

Geraldi, J & Adlbrecht, G 2007, 'On Faith, Fact and Interaction in Projects' Project Management Journal, bind 38, nr. 1, s. 32-43.

On Faith, Fact and Interaction in Projects. / Geraldi, Joana ; Adlbrecht, Gerald.

I: Project Management Journal, Bind 38, Nr. 1, 2007, s. 32-43.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

TY - JOUR

T1 - On Faith, Fact and Interaction in Projects

AU - Geraldi,Joana

AU - Adlbrecht,Gerald

N1 - CBS Library does not have access to the material

PY - 2007

Y1 - 2007

N2 - Projects are and have always been complex. However, complexity is hardly managed or influenced. This paper discusses the concept of patterns of complexity, the minimal manageable "space" of complexity. In order to appraise this pattern, complexity was grouped in three types: faith, fact, and interaction. Based on this typology, 10 characteristics typically involved in projects were defined. This resulting pattern was quantitatively and qualitatively tested with eight projects through the perspective of the project manager. Based on these results, the set of characteristics, as welt as the method used to assess its intensity, is discussed. The results show that the pattern of complexity embraces relevant characteristics to support the situated management of projects, maintaining the holistic and strategic view of projects. The predominant type of complexity perceived by project managers was the complexity of interaction. This highlights the importance of coordination in projects. However, the coexistence of these three complexities was a constant in projects.

AB - Projects are and have always been complex. However, complexity is hardly managed or influenced. This paper discusses the concept of patterns of complexity, the minimal manageable "space" of complexity. In order to appraise this pattern, complexity was grouped in three types: faith, fact, and interaction. Based on this typology, 10 characteristics typically involved in projects were defined. This resulting pattern was quantitatively and qualitatively tested with eight projects through the perspective of the project manager. Based on these results, the set of characteristics, as welt as the method used to assess its intensity, is discussed. The results show that the pattern of complexity embraces relevant characteristics to support the situated management of projects, maintaining the holistic and strategic view of projects. The predominant type of complexity perceived by project managers was the complexity of interaction. This highlights the importance of coordination in projects. However, the coexistence of these three complexities was a constant in projects.

M3 - Journal article

VL - 38

SP - 32

EP - 43

JO - Project Management Journal

T2 - Project Management Journal

JF - Project Management Journal

SN - 8756-9728

IS - 1

ER -