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Tools for Complex Projects: 0 By Kaye Remington, Julien Pollack
PDF Ebook Tools for Complex Projects: 0 By Kaye Remington, Julien Pollack
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- Sales Rank: #3190737 in eBooks
- Published on: 2016-02-24
- Released on: 2016-02-24
- Format: Kindle eBook
Review
'Complexity theory has been heralded as the "New Science" by supporters and rejected by rationalists as unconvincing or too general to be of practical use. This book deserves wide attention because it bridges the divide by connecting complexity theory with an impressive array of useful tools. ...' -- Willie Tan, National University of Singapore
'In this different book about Project Management the authors have blended elements from complexity theory to throw light on why complex projects are particularly challenging to manage. They build a model of four types of project complexity by drawing upon the work of many other writers. The examples of tools come from practitioners and academics. An early and important point is made that the book is not a step by step prescriptive methodology. Rather it is a palette of tools and approaches from which managers can select to improve the management of their projects. Tools for Complex Projects is supported by appropriate bibliography and the use of many tables, figures, diagrams, and other visual aids that strengthen the book's important messages.' -- David Cleland, Professor Emeritus in the School of Engineering, University of Pittsburgh
'Tools for Complex Projects makes two major contributions to our understanding of projects. First, it elaborates on the very nature of projects as being complex and complicated due to contemporary business and organizational circumstances. To this end, we are given several explanations to the management challenges that are at hand. Second, the authors outline a set of tools and techniques that can be used to better handle complex projects. It is not a "how to" book in the traditional way. Neither is a "must do" book. Rather the reader is given access to a number of different approaches that could be used to improve the daily practices and overall management of projects. Thus the authors live as they learn: There is no single best way to success when complexity is high. Nevertheless there are things that can be done to improve the performance and this book gives a good comprehension of current alternatives.' -- Anders Soderholm, Ph.D. professor in management Umea School of Business at Umea university, Sweden
From the Inside Flap
Traditional project management approaches assume that project contexts are unchanging and key factors, though complicated, are reducible to unambiguous elements for management and control. Whilst this assumption has simplified the task for writers and educators, it is increasingly being recognised that these techniques do not work in projects which may be described as complex (due to their size, technical difficulties, conflicting environmental and political constraints or poorly understood or shared goals). Tools for Complex Projects draws on the latest research in the areas of project management, complexity theory and systems thinking to provide a ready reference for understanding and managing the increasing complexity of projects and programmes.
The main part of the book provides a series of fourteen project tools. Some of these tools may be used at the level of the whole project life-cycle. Others may be applied ad hoc at any time. In each case, the authors provide: detailed guidelines for using the tool, information on its purpose and the types of complexity for which it most appropriate, the theoretical background to the tool, a practical example of its use, and any necessary words of caution.
This is an example of advanced project management at work; sophisticated tools that require a level of project and management expertise and offer rigorous and highly practical methods for understanding, structuring and managing the most complex of projects.
About the Author
Kaye Remington and Julien Pollack have extensive experience in extending project management concepts into many fields in practice, education and research, integrating material from fields not traditionally associated with project management. Kaye Remington has 25 years project management and senior management experience and until very recently was Course Director of the Master of Project Management program at the University of Technology Sydney. Julien Pollack has experience in the delivery of complex strategic development projects and has recently been awarded national and international awards for applied research in project management and systems thinking.
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