Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice
Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice
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DOI：
10.1002/pmj.20057
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发表时间：
2008-01-01
影响因子：
5
通讯作者：
Carver, Stephen
中科院分区：
文献类型：
--
作者：
Maylor, Harvey;Vidgen, Richard;Carver, Stephen
本文调查了项目经理对管理复杂性的认知。基于一个多阶段的实证研究，“是什么使一个项目管理复杂”的要素被确定和分类下的使命，组织，交付，利益相关者，或团队的尺寸MODeST模型。此外，数据表明，这些要素既有结构性又有动态性，而且这些要素是相互依存的。项目经理被证明是嵌入在这种复杂性。该研究的实际意义包括能够描述管理复杂性的方式符合现实的生活项目环境。这为描述管理挑战或困难的程度提供了一个框架，以便今后评估个人和组织对此的反应。此外，存在着积极管理复杂性的机会。
This article reports an investigation into project managers' perceptions of managerial complexity. Based on a multistage empirical study, elements of "what makes a project complex to manage" were identified and classified under the dimensions of mission, organization, delivery, stakeholder, or team-the MODeST model. Further, the data showed that these elements had both structural and dynamic qualities and that the elements are interdependent. Project managers are shown to be embedded in this complexity. The practical implications of the research include the ability to describe managerial complexity in a manner consistent with the actuality of the lived project environment. This provides a framework for the description of the level of managerial challenge or difficulty, which will allow the assessment of individual and organizational responses to it in the future. Further, the opportunity exists for active management of complexity.