Complexity Theory and Project Management E-Book

Wanda Curlee

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 655

Veröffentlichungsjahr: 2010

Beschreibung

An insightful view on how to use the power of complexity theory to manage projects more successfully Current management practices require adherence to rigid, global responses unsuitable for addressing the changing needs of most projects. Complexity Theory and Project Management shifts this paradigm to create opportunities for expanding the decision-making process in ways that promote flexibility--and increase effectiveness. It informs readers on the managerial challenges of juggling project requirements, and offers them a clear roadmap on how to revise perspectives and reassess priorities to excel despite having an unpredictable workflow. One of the first books covering the subject of complexity theory for project management, this useful guide: * Explains the relationship of complexity theory to virtual project management * Supplies techniques, tips, and suggestions for building effective and successful teams in the virtual environment * Presents current information about best practices and relevant proactive tools * Makes a strong case for including complexity theory in PMI®'s PMBOK® Guide Complexity Theory and Project Management gives a firsthand view on the future of complexity theory as a driving force in the management field, and allows project managers to get a head start in applying its principles immediately to produce more favorable outcomes. (PMI and PMBOK are registered marks of the Project Management Institute, Inc.)

Leseprobe

Table of Contents

Title Page

Copyright Page

Preface

Acknowledgments

Introduction

Part I - Complexity Theory

A PRACTITIONER’S EXPLANATION OF COMPLEXITY THEORY

Chapter 1 - Introduction to Complexity Theory

INTRODUCTION TO COMPLEXITY THEORY

HISTORY OF CHAOS THEORY

HISTORY OF COMPLEXITY THEORY

COMPLEXITY THEORY IN USE TODAY

CASE STUDY: LOOKING FOR COMPLEXITY WITHIN A PROJECT TEAM

CASE STUDY REVIEW

REFERENCES

Chapter 2 - Going beyond the Project Management Body of Knowledge (PMBOK®) Guide

WHAT IS LACKING IN CURRENT PROJECT MANAGEMENT KNOWLEDGE REGARDING COMPLEXITY

WHAT THE PMBOK® GUIDE SHOULD INCLUDE ABOUT COMPLEXITY

COMPLEXITY BEYOND WHAT THE PMBOK® GUIDE SHOULD INCLUDE

HOW OTHER PROJECT MANAGEMENT ASSOCIATIONS ADDRESS COMPLEXITY

INTERNATIONAL RESEARCH NETWORK ON ORGANIZING BY PROJECTS

INTERNATIONAL PROJECT MANAGEMENT ASSOCIATION

PRACTICAL APPLICATION IS MISSING AND WHERE CAN IT BE FOUND?

CHAPTER SUMMARY

REFERENCES

Chapter 3 - Virtual Leadership and Complexity

WHAT ARE VIRTUAL PROJECTS AND WHY ARE THEY IMPORTANT?

WHY COMPLEXITY IS A NECESSARY TOOL OF VIRTUAL LEADERSHIP

WHAT MAKES VIRTUAL LEADERSHIP WORK?

TRANSFORMATIONAL LEADERSHIP IN VIRTUAL TEAMS

HOW LEADERS CAN IMPLEMENT COMPLEXITY TO HELP MAKE A VIRTUAL TEAM SUCCESSFUL

WINNING STRATEGIES FOR VIRTUAL PROJECT MANAGERS

CREATING METRICS TO TRACK THE SUCCESS OF COMPLEXITY

CHAPTER SUMMARY

REFERENCES

Chapter 4 - Successful Virtual Projects

INTRODUCTION TO SUCCESSFUL VIRTUAL PROJECTS

TRUST IN THE VIRTUAL PROJECT

COMPLEXITY IN THE VIRTUAL PROJECT

THE CHAMPIONS OF COMPLEXITY

THE MUTTS OF COMPLEXITY

CHAMPIONS VERSUS MUTTS: KNOWING THE DIFFERENCE

PROJECT SUCCESS OR FAILURE: COMPLEXITY—LOVE IT OR LEAVE IT

SUCCESSFUL VIRTUAL TEAM INTERACTION: ASSESSMENT, CONSEQUENCES, AND MANAGEMENT

HOW COMPLEXITY CAN ACHIEVE GREATER SUCCESS

CHAPTER SUMMARY

REFERENCES

Part II - How to Deploy Complexity Theory

Chapter 5 - Successful Project Management Strategies of Complexity

PLANNING FOR COMPLEXITY IN A PROJECT

LEADERSHIP AND POWER: A PLANNED RELATIONSHIP

CREATE A PLAN TO ADDRESS COMPLEXITY IN A VIRTUAL PROJECT

CHAPTER SUMMARY

REFERENCES

Chapter 6 - Virtual Leadership through Complexity

TEACHING LEADERSHIP SKILLS TO TEAMS FOR HANDLING CONFLICT IN A VIRTUAL TEAM

COSTS OF NEGATIVE CONFLICT

TIME AND PERFORMANCE MANAGEMENT FOR VIRTUAL TEAMS

CASE STUDIES OF COMPLEXITY THEORY APPLIED TO SUCCESSFUL PROJECTS

CHAPTER SUMMARY

REFERENCES

Chapter 7 - How Organizational Culture is the Key to Applying Complexity

INTRODUCTION TO ORGANIZATIONAL CULTURE

LEADERSHIP AND ORGANIZATIONAL CULTURE

SPENDING TIME DEVELOPING THE CULTURE OF COMPLEXITY

GLOBAL CULTURE

CHAPTER SUMMARY

REFERENCES

Chapter 8 - Cultural Conflict through the Lens of Complexity

TRADITIONAL CONFLICT

VIRTUAL CONFLICT

POSITIVE CONFLICT: THE ART OF NEGOTIATION

NEGATIVE CONFLICT

ADDRESSING SUBVERSIVE CONFLICT WITH COMPLEXITY

IDENTIFYING AND CORRECTING LACK OF COMMITMENT BY TEAM MEMBERS

CHAPTER SUMMARY

CASE STUDY

CASE STUDY REVIEW

REFERENCES

Chapter 9 - Cultural Conflict Resolution Strategies

INTRODUCTION TO CONFLICT RESOLUTION STRATEGIES THAT DEPLOY COMPLEXITY

USING COMPLEXITY TO PREVENT CONTINUOUS LEADERSHIP INTERVENTION

PREDICT CONFLICT EFFECTIVELY

CONFRONT CONFLICT QUICKLY

CREATE A CULTURE TO ADDRESS CONFLICT QUICKLY

CHAPTER SUMMARY

CASE STUDY: CONFLICT AT PROJECT MANAGEMENT TECHNOLOGY, INC.

CASE STUDY REVIEW

REFERENCES

Chapter 10 - Risk Management through the Lens of Complexity

THE BUTTERFLY EFFECT

BEEHIVE/ANT COLONY DISTURBANCE

CHAPTER SUMMARY

REFERENCES

Part III - Case Studies of Applied Complexity

Chapter 11 - SEMCO (Organizational Complexity)

COMPLEXITY AS AN ORGANIZATIONAL MANTRA

HOW SEMCO IS SUCCESSFUL WITH FEWER RULES

WHY RULE-BASED ORGANIZATIONS MAY BE ON THE WAY OUT

ANALYSIS OF SEMCO AND KEY COMPLEXITY LEARNING

SUCCESS ANALYSIS

CHAPTER SUMMARY

REFERENCES

Chapter 12 - Web-based Universities (Multilevel Complexity)

COMPLEXITY AS APPLIED TO A WEB-BASED UNIVERSITY

HOW A WEB-BASED UNIVERSITY CAN THRIVE APPLYING COMPLEXITY

WHY COMPLEXITY IS SO IMPORTANT IN A VIRTUAL UNIVERSITY

ANALYSIS OF A WEB-BASED UNIVERSITY AND KEY COMPLEXITY LEARNING

SUCCESS ANALYSIS

CHAPTER SUMMARY

REFERENCES

Chapter 13 - Small Team Complexity

WHOLE FOODS: A DIFFERENT KIND OF MARKET

HOW SMALL TEAMS APPLYING COMPLEXITY CAN MAKE A DIFFERENCE

HOW COMPLEXITY ALLOWS ENTREPRENEURIAL TEAMS TO BE MORE SUCCESSFUL THAN ...

ANALYSIS OF WHOLE FOODS MARKET AND KEY COMPLEXITY LEARNING

SUCCESS ANALYSIS

CHAPTER SUMMARY

REFERENCES

Part IV - Create Successful Project Communities

Chapter 14 - Leadership of Complexity-Driven Organizations

WHAT DEFINES AN ORGANIZATION RULED BY COMPLEXITY

WHAT IS DIFFERENT ABOUT LEADERS IN COMPLEXITY-DRIVEN ORGANIZATIONS

LEADERSHIP ELEMENTS NECESSARY FOR COMPLEXITY

CHAPTER SUMMARY

REFERENCES

Chapter 15 - Communities

COMPLEXITY APPLIED TO GROUPS

COMPLEXITY APPLIED TO CREATE SUCCESSFUL COMMUNITIES

CHAPTER SUMMARY

REFERENCES

Chapter 16 - Teams and Complexity

TEAMS AND COMPLEXITY

HOW TO ESTABLISH TEAMS WITH COMPLEXITY

ELEMENTS OF SUCCESSFUL TEAMS THAT LEVERAGE COMPLEXITY

TOOLS TO MAKE COMPLEXITY PART OF ALL TEAMS

CASE STUDY: ADDING COMPLEXITY TO A MATURING COMPANY

CASE STUDY REVIEW

CHAPTER SUMMARY

REFERENCES

Chapter 17 - Micro-Teams (Tribes)

THE IMPORTANCE OF SMALL TEAMS

HOW SMALL TEAMS SUPPORT COMPLEXITY

LEVERAGING MICRO-TEAMS WITHIN ORGANIZATIONS

HOW TO BUILD TRIBES WITHIN AN ORGANIZATION

SUCCESSFUL TRIBES

CHAPTER SUMMARY

REFERENCES

Chapter 18 - Dealing Appropriately with Change

CHANGE MANAGEMENT

HOW COMPLEXITY CAN IMPROVE CHANGE MANAGEMENT

INSTANCES OF CHANGE THAT ARE APPROPRIATE FOR COMPLEXITY

INSTANCES OF CHANGE THAT ARE NOT APPROPRIATE FOR COMPLEXITY

CHECKLISTS FOR COPING WITH CHANGE

CHAPTER SUMMARY

REFERENCES

Part V - ADVANCED TOOLS FOR MANAGING COMPLEXITY

Chapter 19 - Complexity Tools for Organizations with Virtual Teams

COMPLEXITY LEADERSHIP TOOLS

VIRTUAL LEADERSHIP COMPLEXITY CHECKLIST

COMPLEXITY TOOLS FOR BUILDING COMMUNITY

COMPLEXITY TOOLS FOR BUILDING TEAMS

COMPLEXITY TOOLS FOR BUILDING MICRO-TEAMS (TRIBES)

COMPLEXITY TOOLS FOR DEALING WITH CHANGE

CHAPTER SUMMARY

REFERENCES

Chapter 20 - Virtual Projects and Complexity Theory

COMPLEXITY THEORY AS APPLIED TO SUCCESSFUL VIRTUAL LEADERS

APPLICATION OF COMPLEXITY THEORY TO SUCCESSFUL VIRTUAL TEAMS

CREATING CONTINGENCIES THAT APPLY COMPLEXITY THEORY

CHAPTER SUMMARY

REFERENCES

Chapter 21 - Using Complexity to Address a Troubled Project

TROUBLED PROJECTS

HOW COMPLEXITY CAN BE APPLIED TO A TROUBLED PROJECT

CELEBRATIONS OF SUCCESSES TO NURTURE FUTURE COMPLEXITY BEHAVIOR

CHAPTER SUMMARY

REFERENCES

Chapter 22 - The Future of Complexity

WHERE WILL COMPLEXITY BE IN THE FUTURE?

WHY CHAOS AND COMPLEXITY ARE HERE TO STAY

THE NEXT EVOLUTION OF CHAOS AND COMPLEXITY

CHAPTER SUMMARY

CONCLUSION

REFERENCES

Index

This book is printed on acid-free paper.

Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved

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Published simultaneously in Canada

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Library of Congress Cataloging-in-Publication Data:

Curlee, Wanda.

Complexity theory and project management / Wanda Curlee, Robert L. Gordon. p. cm.

Includes index.

ISBN 978-0-470-54596-6 (cloth); ISBN 978-0-470-76972-0 (ebk); ISBN 978-0-470-76973-7 (ebk); ISBN 978-0-470-76974-4 (ebk)

1. Project management. 2. Complexity (Philosophy) I. Gordon, Robert L. II. Title.

HD69.P75C87 2010

658.4’040117-dc22

2010018383

Preface

Organizations and projects are changing...

There is at present a great deal of interest in understanding projects in terms of complexity theory, self organization and emergence. The image of project manager’s surfing on the edge of chaos is prevalent in practitioner conferences. I’ve used it myself to talk about the changing requirements for education for advanced project managers. As we acknowledge that projects are less structured and linear than we would like, we must realize that today’s methods may not work on tomorrow’s projects.

There is also increasing pressures to work in globally networked teams. When you can’t see, touch, or have a beer with your teammate, how do you develop the trusting relationships necessary to deliver exceptional team results?

The people making up project teams (collocated or virtual) are more diverse—multi cultural, multi generational, multi skilled. Younger workers with possibly lower concentration spans and much higher aptitude and inclination to use technology intermingle with older workers used to set processes and procedures. “New” Americans and foreign colleagues work on projects with “old” multi cultural residents. All of these demographic changes are sure to influence how we work on projects. But how?

These are the challenges that academics around the world have been interested in for years. These are also the challenges that PMI’s Research Membership Advisory Group is charged with encouraging research on. Almost 10 years ago when I was sitting on this committee I met a steely eyed woman by the name of Wanda Curlee. It quickly became clear that this woman both defied categorization having practised project management as a consultant and inside organizations and holding a doctorate degree in organizational leadership, and was as passionately intrigued by these challenges as anyone I have ever met. One of the good things about this committee is that it requires you to meet several times a year in exotic locations (well sometimes exotic) and after the business of the meetings, this group gets a chance to talk through the problems and challenges of managing projects in an ever changing world - and in particular of bringing research to bear on practice. I have had the privilege of many such conversations with Wanda over the years.

These are also the challenges that Drs Wanda Curlee and Robert Gordon tackle in this book. More than that, they integrate discussions of complexity with understanding of current project management standards and weave a set of tools and tips together to help the practicing project manager understand how these trends are likely to impact his/her practise. They provide relevant case examples and suggest practical tools and techniques. They bring to bear both the art and science of project management to explore projects as complex, emergent systems in this timely book.

Organizations the world over are grappling with the ideas and challenges discussed in this book. Just this week I personally spoke to the CIO of a major educational institution, the PMO of a small, 3B$ oil and gas company, and the person responsible for project management development at one of the world’s largest consulting companies. All of these individuals were looking for guidance on how to develop organizational and individual project management competency to ensure that they get value for dollars invested in project management. They call me to hear what practical insights we learned from studying 65 organizations all around the world. All three of these organizations are dealing with situations where complexity and chaos are much closer to reality than linear, planned project execution. Ideas from these pages could help them today, and you tomorrow.

I encourage all experienced students of project management to read this book and apply as many ideas from it to your practise as you can. Come on in, the waters fine and surfing is a skill we all need to develop.

Janice Thomas, PhD

Redwood Meadows, Alberta, Canada

Director, Project Management Research Institute

Professor, Athabasca University, Canada

Leader, Researching the Value of Project Management Project

PMI Research Achievement honoree 2010

Winner of the 2010 PMI Research Achievement Award

Acknowledgments

This project started years ago with an idea that was bantered around in project management circles. It was not an easy project to define nor was it one that was easily researched. The material that directly related to the use of complexity theory and project management was sparse and in many cases it required searching for information that might not have been called complexity theory but was exactly that. In a few instances authors might credit chaos theory, but most of the time it required sifting through the body of knowledge of successful projects and organizations and then delve into the material to see if it met the criteria of complexity.

Just like the idea of this book first started as an idea in project management circles, the writing of every great work starts as an idea that slowly grows up until it takes on a life of its own. This book is the union between project management and complexity theory. The marriage of those two bodies of knowledge was not a simple task, and in the end the book required a team of individuals who were willing to contribute a part of each of them in order to achieve the work that is before you.

There is a saying that claims that it takes a tribe to raise a child. In this case, this saying is absolutely correct, as the child in question is the book that is before you. And the tribe is the loose confederation of people that all put their time, sweat and tears to get this project completed.

We would first like to acknowledge the tribe of photographers that helped bring this book to life. Spencer Ludgate, Nicole Burdsall, and Helle Girey all contributed pictures that helped bring home some of the ideas and concepts of complexity. Each of them brought pictures from the desert, to the ocean, and all the way from Africa, these illustrations helped offer representations of complexity that are seen in the natural world around us.

Second, there was the tribe of individuals that assisted with editing and indexing of this book. Our primary initial editor was Roseann Kruger. We would like to offer special thanks for her efforts to read every page of this book aloud in order to catch our errors, omissions and mistakes. It must be noted that the entire time that she was assisting us with this book; she was undergoing treatment for cancer. We are eternally grateful for her determination to see the project through and for her uncompromising assistance when it was needed most. We also want to offer our heartfelt thanks to Cassandra Corl for her assistance with the indexing of this book. She assisted on short notice and just as fast as a rainbow comes and goes, she was there to get the job done.

Both of our family tribes spent many hours wondering why we continued to spend days on the computer, instead of precious family time with them. We thank our families for being patient, understanding, and most of all for the encouragement to continue. Our time of adding to family complexity has quieted, we now acquiesce to others.

We would also like to thank that team at Wiley, all of whom were as professional as they come; whose efforts and feedback made this book a reality. The communication, support from the group at Wiley made certain that this book would be the best in the field of complexity and project management. In the end, it is clear that a tribe built this book and there is no doubt that the work of a community that makes a difference in society.

All the best,

Wanda Curlee & Robert Gordon

Introduction

Complexity theory is based upon the management belief that total order does not allow for enough flexibility to address every possible human interaction or situation. The problem is that people are inherently skeptical of less order and flexibility because there appears to be less control. A recent example of the working of complexity theory can be seen in the investigation of air traffic controllers after the 9-11 tragedy. Once it was determined that terrorists were using airplanes to attack buildings in the United States, it became a matter of national security to have every plane in the airspace of the United States land at the nearest airport. There was no procedure or process in place to allow this to happen.

Researchers were interested to see if a procedure or process could be developed to address such a widespread domestic crisis. The researchers studied the data and examined how each set of air traffic controllers managed the situation. In the end, the study concluded that the best way to handle such a crisis would be to allow each region to dynamically manage the situation. In other words, the creation of a procedure or process to handle such a situation would encumber the process and slow down the ultimate goal. This was a massive eye-opener for project managers everywhere because it was the first time that there was a multi-location study for a single industry whose results were not the creation of a linear solution to what would be considered a linear problem. It should also have been an awakening for project managers because it brought to light the inherent flaw in the underlying assumption that there is always one right solution or procedure to a problem.

For management theorists, this was a win for complexity theory because it showed that a complicated and complex project can be more successful utilizing complexity theory rather than looking for the single management solution to a seemingly linear problem. Complexity theory is a new, untapped reservoir of potential in the management field. Experts agree that complexity theory can apply to complex, virtual projects; however, there is little material that would help the practicing project manager. Complexity theory has become a recognized area of project management and the Project Management Body of Knowledge (PMBOK®) Guide should address this area in the future. Complexity theory can be successfully applied to a complex, virtual project and so should become part of the PMBOK Guide®.

There is no handbook of practical and successful strategies that applies complexity theory to projects. Given the rate of failure of projects when compared to timeline and budget, it would be extremely valuable to offer practical complexity strategies that a project manager can deploy in order to improve his or her success rate.

Figure I.1 Notice how the clouds reflect upon the building but not upon the sky. This is an example of how everyday images might offer a different and complex perspective.

Specifically, this book is broken down into five major sections. Part I outlines the theory of complexity and addresses current deficiencies in the existing body of knowledge about project management, and introduces ways that complexity can address these deficiencies. Part II addresses successful strategies that deploy complexity theory in order to make projects more successful. Part III presents case studies and details regarding how complexity theory has been applied successfully in other organizations. Part IV offers building blocks for project managers on how to create communities within their organization to support complexity theory. Part V reviews and summarizes the findings and reviews the future of the application of complexity theory. Complexity will continue to grow in importance in the project management field as more organizations understand how to apply these ideas to projects. Ultimately, the goal of any book on project management should be to improve the field of project management. Hopefully the knowledge set forth in this book will help project managers worldwide to become more productive and successful while maintaining their sanity.

Part I

Complexity Theory

Part I provides an introduction to complexity theory and virtual projects. The first part presents a traditional introduction to the history of complexity history and how complexity theory is used in the business world today. This is followed by a review of major project management associations, their discussions and accommodations of complexity in standards and journals. Virtual projects and leadership are introduced with a short orientation on complexity and how it relates to the distributed environment. Part I ends with examples of successful (the champions) and unsuccessful (the mutts) virtual projects, and how applying complexity increased the likelihood of a champion.

A PRACTITIONER’S EXPLANATION OF COMPLEXITY THEORY

Seasoned project managers realize that all parts of the projects cannot be controlled; nor would they want to have full control of the project. They realize the creativity occurs on the fringes of complexity or chaos. Those teams that appear to be in total chaos may be doing the best work for the project; those work teams that have a catastrophic failure of some sort and are allowed to resolve it on their own do so more quickly and efficiently. This appears to go contrary to standards suggested for project managers.

In the academic sense, complexity theory does go against the common teaching of controlling all aspects of the project. Mounting evidence—both anecdotal and academic—demonstrates that the traditional method just is not working. The Standish Chaos Report (2009) clearly shows that software projects continue to fail more than 65 percent of the time. Yet it is hard to believe the project managers are becoming less competent.

The Standish Report gives the same reasons from report to report. Incompetent project managers are never in the top ten reasons. There is no doubt the reasons are correct but there must be some underlying factor as well. The suggestion is that the seasoned project manager knows how much to control the chaos, what absolutely needs to be controlled, and what can be left to chaos.

This wisdom does not come by chance or happenstance. The project manager must completely understand the theory and implementation of project management. The project manager must understand the integration of the processes and must have the self-confidence of his or her ability as a leader. Once these are in place, then the project manager is ready to embrace the ability to allow chaos on the project.

Chapter 1

Introduction to Complexity Theory

Figure 1.1 The Joshua tree appears to be a hand reaching toward the sky, just as a project manager must reach toward new ideas in order to be successful in the future.

INTRODUCTION TO COMPLEXITY THEORY

Complexity theory evolved from chaos theory, and there has been written evidence of the theory in the scientific community since the 1800s. Relatively speaking, these are very new sciences (Singh & Singh, 2002). Parts of complexity theory are even considered mainstream. Two aspects are commonly referenced in the mainstream media are the butterfly effect and six degrees of separation.

Complexity theory has been alive and well in the areas of math and sciences. Complexity has slowly moved into the areas of social sciences and is now making a step into the world of business (Byrne, 1998). From the social networking perspective (six degrees of separation), complexity theory has made a quantum leap, as discussed in more detail in later chapters. The butterfly effect, if allowed, can be very effective for the virtual project as well. This, too, will be discussed in later chapters.

Complexity theory acknowledges that humans by nature when living or working together are an open system (Byrne, 1998: Hass, 2009). What makes complexity theory different than the traditional open systems theory is that the theory acknowledges that there are parts of the system that cannot be explained but acknowledges that there is normalcy in the randomness. Human beings like to break down the system into its smallest part to explain the whole. Western thought seems content to understand the universe as a series of discreet system rather than a holistic interconnected system. Using this approach to examine, for example, how a single ant works independently, does not explain the dynamics of the colony. Or explaining how the human heart works does not explain the interrelationship of the glands, brain, heart, blood, and so forth, and what happens if one part is out of control. In other words, how will one part of the body compensate for others?

Hence, if complexity is introduced into the system, should it be managed? Think about the ants that are away from the colony on a mission. If an unexpected situation is introduced into the army of ants on the mission or those in the colony, each section of ants begins to react no matter what the situation. Some would say it is instinct. Maybe it is. Without any central authority or predefined processes, the ants resume to their goal. Some of the ants are more central to the goal, while others are more tangential to the goal, but all must perform as a team to ensure the queen’s survival or the heirs’ survival will fail. Is a project any different?

Practical Tip: Try to understand that all systems are connected. By understanding these interconnections, new understanding can be achieved. Explaining matters as discrete silos does not explain the bigger picture. Understanding the role of the quarterback in football does not explain how football is played.

HISTORY OF CHAOS THEORY

For many years, chaos theory was a hobby among mathematicians and scientists. It was not taken seriously because a real world application could not be envisioned. Edward Lorenz, a meteorologist, is credited as the first person to delve into chaos theory. In fact, he is the person credited with the butterfly effect theory. Simply stated, this theory holds that when a butterfly flaps its wings in another part of the world, say South America, this creates a minute disturbance in the atmosphere. This minute disturbance may have a drastic change on the weather conditions in North America. It may create a hurricane or it may prevent a hurricane where one should have started.

What did Lorenz find from all his experiments in the realm of chaos? Many things that do not appear to have any order actually do. Scientists would have called this noise or randomness but it is indeed chaos theory at work. Lorenz’s attractor equation was able to clearly demonstrate order in the world of chaos. He found that the atmosphere never reaches a state of equilibrium. Hence it is always in a state of chaos. When plotting the atmospheric conditions, it always plotted as butterfly wings or owl eyes (Wheatley, 2000). So there was order in the randomness (Figure 1.2). In essence, the atmosphere disturbances were drawn to areas or attractors. Thus, it appeared as order in what previously was thought to be randomness. As a meteorologist, he did not have credibility in the mathematical and physics communities. For many years, his work went unnoticed.

With the introduction of high-speed computers and the observation of chaos in the areas of fluids, semiconductors, and other hard-core science areas, this area of science flourished. Chaos theory remained in the area of hard-core sciences for many years, since it is often difficult to make the leap from one area of academia to another. It would be another ten years or more before enterprising project managers and academics in the area of project management would see the correlation.

Figure 1.2 Lorenz’s Butterfly Attractor Model (Wheatley, 2000)

Chaos theory would still have to go through some changes. It would shift from chaos theory to complexity theory. The theory would shift into various areas of study as it matured. This is no different than what is seen with mature professions such as medicine. Today, there are many different specialties including cardiology, neurology, ophthalmology, and so forth. The human body is probably one of the most complex systems known; even skilled surgeons do not know exactly how each of us will be in surgery. Even if great care is taken prior to surgery, there are no guarantees that the procedure will be successful and without unforeseen complications.

As the area of complexity theory matures, the same would be expected to occur in project management. In fact, the Project Management Institute™ (PMI) has expanded its certification program to include risk and schedule management. Risk is becoming a more widely accepted aspect of both project management and complexity. Although the concept of contingency has existed, this concept supposes that there are controllable unknowns. Complexity accepts that there are simply unknowns and the best manner to handle these would be to have a flexible process rather than a rigid contingency (Weaver, 2007a). This step is the first in accepting that complexity exists in projects, and one can be certain that the future of project management will be more inclusive of this kind of training.

HISTORY OF COMPLEXITY THEORY

Complexity theory grew from chaos theory. The theory works on the notion that a system should not be broken down into fundamental parts to understand the whole. This should not be confused with the theory and studies of self-organizing teams that are seen in the business world.

Complexity theory states that critically interacting components self-organize to form potentially evolving structures exhibiting a hierarchy of emergent system properties. (Lucas, 2006)

Chaos theory offers a view of the universe that everything is not as orderly as once thought. There are many seemingly immutable laws, such as the speed of light, the forward movement of time, and the force of gravity; there seem to be other natural phenomenon that defy this kind of explanation. In some cases, one must understand the entire system in order to understand how all the parts interact. Just as one might understand that the speed of light is 186,000 miles per second, there are still times that light seems to act differently, such as when interacting with a black hole. Time, light, and gravity are seemingly different natural laws, yet there is still a systemic relationship between the three.

As an entity approaches the speed of light, the movement of time apparently slows down, and as light interacts with the intense gravity of a black hole, light seems to move unnaturally. Again, this interaction between three apparently immutable natural laws fundamentally supports the necessity for chaos theory, and by extension, complexity theory.

From another angle, there is simply too much interaction among any natural systems. Weather, which is another chaotic system, is too complicated to fully understand. There are simply too many parts that interact and our understandings of these interactions are based upon observation rather than upon a mathematical model. There are certain truths, such as there cannot be rain without clouds, but there are many instances where this kind of simplistic modeling does not describe the system (Weaver, 2007b). Fundamentally, many natural and human systems are incapable of being described by a mathematical model. Few human systems can be properly described and predicted through single variable mathematical modeling. Too often individuals believe that certain systems are predictable based upon mathematical modeling. This becomes a major stumbling block toward the acceptance of complexity theory. The reality is that with most human-based systems, there are too many variables to predict the results. Just as there is no perfect way to forecast the weather or to predict whether an individual’s favorite soccer team will be victorious in its next game, most human social systems are similarly unpredictable. What often befuddles individuals is that statistical modeling is representative of groups and relationships and not of behavior. Hence, statistical modeling is helpful in understanding groups and relationships but does not help us understand individuals and social systems. This becomes the leadership crux because as a leader, one needs to utilize all the available project management information in order to be successful, but it does not offer a clear path. Simply repeating a known strategy and hoping that it will be successful is not the best course of action.

As complexity theory is maturing, scientists, whether in hard-core science or in business or behavioral aspects, have come to realize that complex systems cannot be viewed broken apart to understand the whole. They have realized the importance of applying complexity theory to business. Think of the old argument of nature versus nurture, or of identical twins separated at birth. Science for many years has not been able to prove what is nature and what is nurture or if it is interrelated. Why do some individuals faced with almost the same familial situations end up with radically different reactions or personalities? While it cannot all be contributed to complexity theory, it would be reasonable to apply complexity theory to the phenomenon.

COMPLEXITY THEORY IN USE TODAY

Several elements of the manifestation of complexity theory are already in use. One of those elements is transformational leadership. In order to understand how transformational leadership differs from leadership of the past, it is necessary to understand the evolution of leadership theory. The history of leadership can be viewed as a continuum of eras leading up to leadership in the virtual environment. Just as society has changed, leadership has changed in a manner to reflect these sociological changes. Some research has tried to categorize leadership into different schools of thought, such as old school and new school; this kind of division creates a feeling that there was a split in thinking. This kind of division is based upon one simple rule of leadership theory of the past and of the present.

In the past, there was an attempt to find the one right way to lead people. This assumption was rooted in management theory for a very long time and whenever a theory came forward that did not cover all the possibilities, it would be rejected and then the next management theory would come forward. Over time more management theories came forward, and often they would reflect society, technology and business. As leadership evolved, more ideas were presented and rejected. The interesting aspect about this is that over time, many of these ideas became integrated into modern thought.

In fact, there is more of an evolution of thought that reflects society, culture, and even business. To this end, leadership has evolved from one stage to the next and in each step of the process certain elements have been carried along to the next. Transformational leadership and its characteristics of mentorship and learning adapt well to complexity within a project. Understanding that complexity theory, like mentoring, is a journey and not a destination is to better understand the concept (Huang & Lynch, 1995). It is not a finite set of skills but a constantly changing opportunity. Just as one can never enter into the same river, complexity is about learning to accept certain unknowns with flexibility and grace.

Practical Tip: For the complex project, complexity theory suggests that costs should be forecasted following each butterfly effect episode. Do not impose strict cost forecasting as it may limit the effectiveness of the process (Overman & Loraine, 1994).

Chapter Summary

Complexity theory is about harnessing chaos in a manner that allows the project manager to increase his or her team’s effectiveness by allowing a certain degree of individuality to move a project forward. Often permitting the random walk of the determined individual allows a certain level of creativity to become successful. An effective team can be more effective than an individual; allowing an individual to plow forward can often drive the team further and faster. Complexity is the manifestation of empowering and delegating tasks to allow individuality to support the hive.

The butterfly effect is the understanding that all forces are connected. When a project is moving forward, it is best to try to put all the forces working in the same direction. Just as the flapping wings of a butterfly in Japan can be a contributing force to the creation of a hurricane in Florida, understanding that even a small impact can have a great effect when magnified over time and distance. Hence, a leader who can motivate each individual can assist in creating a controlled hurricane that can achieve complex tasks. Too often people do not realize that even small contributions can build to create something larger than their individual parts, and so the small contributions are ignored. The more that virtual project managers can harness this kind of organization, the more effective they will become.

Lines of communication are critically important in complexity theory as it is the representation of command and control. It also represents the fluidity of how information is exchanged. By understanding how this impacts a project, a certain level of strength develops from this form of communication. Just as the arteries carry blood throughout the body, the lines of communication carry information through the project. Taking this metaphor one step further, one can see that any blockage in an artery will have catastrophic effects, just as communication blockage would have a catastrophic effect in communication.

A project manager must prepare for change within a project and must retain a level of connection with contacts and leads. Complexity theory is more than just being a laissez-faire leader who issues discretionary orders; it is about creating a solid purpose that the individuals can swarm toward. Instilling the purpose is at the root of success of complexity theory. To this end, the project leader must offer support of this process in order to have it continue in the future. Complexity theory will move more projects in the future because as these types of projects become more successful, more organizations will understand the greater efficiency of these organizations.

CASE STUDY: LOOKING FOR COMPLEXITY WITHIN A PROJECT TEAM

In order to be successful at leveraging complexity in a project, a project manager must be able to identify circumstances that already could be leveraging complexity. Following are four short descriptions of situations that could be leveraging complexity. Consider each case and how it relates or does not relate to complexity.

Situation 1: The project team that you have inherited is utilizing a social networking site in order to report progress to other stakeholders. The team is fairly consistent about reporting progress on the site, but the site has not been communicated to everyone. Is this situation one that is leveraging complexity? Why or why not?

Situation 2: The project team sends a weekly newsletter to all stakeholders to report progress. This newsletter is the primary communication to all the stakeholders and is updated regularly. The information sent often generates many questions from different people that require time to be addressed. Is this situation one that is leveraging complexity? Why or why not?

Situation 3: The project team is in flux since the team has decided to reconfigure its structure in order to better handle the project. Some people are unhappy with the changes; a lot of processes have resulted from the changes. Certain impediments have been removed, certain procedures that were unproductive have been changed or modified, and communication is flowing better to all the stakeholders. Is this situation one that is leveraging complexity? Why or why not?

Situation 4: The project team is behind schedule and the project will probably end over budget. Information has been passed among the team regarding the delays and challenges; many team members are already concerned about how the project will end. Individuals have started to be less communicative and fewer updates have been sent out about the project. The overall team feeling is that the project will end poorly, but there has been no formal organizational announcement that things may not be right. The project lead is reluctant to report the possible situation because the most recent milestones have been achieved. Is this situation one that is leveraging complexity? Why or why not?

CASE STUDY REVIEW

All four of these situations are leveraging complexity. What is interesting is the first three are positive displays of complexity in action within an organization. The last scenario is actually a very negative situation with complexity in action. Complexity can assist a project manager in becoming more successful; it can also offer additional problems for a project. In many cases when a project goes terribly wrong, it is often due to the negative elements of complexity.

In the first three situations, there is good communication, good handling of change, and an understanding of the transformational nature of the project. These three scenarios offer creative and interesting manners to handle a project while still maintaining some control and order.

The last situation is a case where negative complexity is keeping the project from getting the help or assistance that it needs. The project team in the last scenario is becoming defensive in order to keep the underlying problems of a project a secret. Just as complexity is about offering communication, change, and leadership, these elements exist in the last scenario but the outcome is to keep everyone in the dark about the project. This is a classic case of trying to hide the project from sight in the hopes that things will get better. There is often an element of delay and it may go away in the mindset of the last project. The efforts of the project team are now pointed inward in order to keep the secret and to take the vow of silence. Even the project leader is behaving in this manner. Rather than trying to seek help or to start the process of determining the root cause of the project failure, the project manager has decided to hide.

Project managers must understand that complexity can operate both ways—as a positive to a project or, if improperly applied, as a negative to a project. Change follows in the same manner, as it can be seen as either a positive to a project or as a negative (Brown & Eisenhardt, 1997). Complexity is perceived in exactly the same way by project managers. Just as it offers new ideas and new manners to correct problems, it can also be used to hide problems and suppress change. Understanding that both situations are possible is critical in achieving future success. In order to make a difference, one needs to understand that complexity can yield good things, but it also can be used by others to obfuscate a project. Just as a magician cleverly creates a distraction when the deception is about to take place in the performance, complexity can be used in a manner that is no different. A project manager who is weak or may be less than ethical may use complexity as a crutch. Complexity in a project is not easy to oversee. It is difficult and takes time. The weak project manager may use complexity as a cover for his or her lack of skill.

REFERENCES

Brown, S., & Eisenhardt, K. (1997). The art of continuous change: Linking complexity theory. Administrative Science Quarterly, 42(1), 1. Retrieved August 21, 2002, from Business Source Premier.

Hass, K. (2009). Managing complex projects: A new model. Vienna, VA: Management Concepts.

Huang, C. & Lunch, J. (1995). Mentoring: The Tao of giving and receiving wisdom. San Francisco, CA: Harper

Lucas (2009). Quantifying complexity website. www.calresco.org/lucas/quantify.htm

Overman, E. & D. Loraine. (1994). Information for control: Another management proverb. Public Administration Review, 54(2), 193-196.

Pievani, T. & Varchetta, G, (2005). The strategies of uniqueness: Complexity, evolution, and creativity in the new management theories . . . or, in other words, what is the connection between an immune system network and a corporation. World Futures, 61. Milan, Italy: Routledge Taylor Francis Group.

Project Management Institute (Ed.). (2008). A Guide to the Project Management Body of Knowledge—Fourth Edition. Newtown Square, PA: PMI.

Project Management Institute (Ed.). (2009). Practice Standard Project Risk Management. Newtown Square, PA: Project Management Institute.

Standish Chaos Report. (2009). Standish Group.

Singh, H., & Singh, A. (2002). Principles of complexity and chaos theory in project execution: A new approach to management. Cost Engineering, 44(12), 23.

Weaver, P. (2007a). Risk management and complexity theory: The human dimension of risk. 2007 PMOZ Conference Proceedings.

Weaver, P. (2007b). A simple view of complexity in project management. 2007 PMOZ Conference Keynote address.

Wheatley, M. (2000). Leadership and the new science: Discovering order in a chaotic world (2nd ed.). San Francisco: Berrett-Koehler Publishers.

Chapter 2

Going beyond the Project Management Body of Knowledge (PMBOK®) Guide

Figure 2.1 The rock formation creates a puzzle of stones that must fit together to create a solid standard—just as the body of knowledge of project management should be codified in the PMBOK®.

The Guide to the Project Manager’s Body of Knowledge (PMBOK®Guide) (PMI, 2008) is an essential document for any project manager. The purpose of the guide is to offer a standard for project managers in order to assist them with the handling of projects. Because projects can be complex—such having to manage teams of people spread over the globe—the PMBOK®Guide is often silent. Since a project manager has many options to solve a project and since project management is a growing field, the PMBOK®Guide cannot be reasonably expected to have all the answers. Given this quandary, the modern project manager must examine other material in order to find appropriate solutions for complex projects. Even the PMBOK®Guide itself in Section 1.1 advises that just because a topic (such as complexity theory) is not addressed in the guide as a project management topic, does not mean the material is unimportant (PMI, 2008).

The PMBOK®Guide cites three different reasons for omission of a topic like complexity. First, the guide states that it could be addressed in an existing section and is just a subset of a larger topic (PMI, 2008). Some individuals perceive complexity as part of the general project management process of delegation; this is fundamentally incorrect. Delegation is the process of giving an individual a specific task to complete with little direction toward the path to complete the task. Complexity is a complete system to manage a complex project by which the project manager leverages anticipated and specific human interactions in order to maximize project effectiveness.

Second, the PMBOK®Guide states that some material may be so general that it is not uniquely related to project management and is therefore excluded. This interpretation is possible because one can argue that complexity theory is a maturation of chaos theory, and since chaos theory is related to describing and explaining stellar movements and interactions, this material is therefore not uniquely applicable to project management (Titcomb, 1998). This argument is fundamentally flawed because there is already considerable information that shows that complexity theory is applicable to larger complex projects. Furthermore, there is already research and material that supports complexity as part of project management.

Third, the PMBOK®Guide states that some topics have been excluded because there is insufficient consensus on the topic. Not all project managers will agree that complexity theory is appropriate for all projects; however, it is recognized that there have been countless successful projects to date that have not utilized complexity theory or have not recognized that complexity theory was used. This may seem a reason to belittle the opinion that complexity theory is applicable to project management, and therefore complexity theory should be excluded from the PMBOK®Guide. But other evidence needs to be examined before accepting this opinion.

Examination of the available research into the number of successful projects that have been completed in the world will show that despite the efforts of project managers worldwide and the efforts of the PMBOK®Guide, there are still a large number of failed projects. In fact, the 2009 Standish’s Chaos Report found that 44 percent of IT projects were challenged and 24 percent failed (Standish Group, 2009). The 2009 report saw an increase in failures from the previous Chaos report. The report also found that projects succeed for these top three reasons:

• User involvement

• Executive support

• Clear statement of requirements

While the Standish Chaos Report focused on IT project failures, this information may be extrapolated to other types of projects to indicate that over 30 percent of projects end in failure. Hence, there is still room for improvement for project managers and one such improvement would be the application of complexity theory.

Thus, the PMBOK®Guide recognizes generally accepted project management principles or practices; thus the goal is to better educate project managers regarding complexity theory so they can achieve greater success. All material about project management should serve to educate and illuminate individuals toward project management so that the goals of project managers worldwide are achieved.

Regardless of why, the PMBOK®Guide lacks any attention to complexity. When one examines all of the detailed charts, flow diagrams, and detailed descriptions in the PMBOK®Guide, it is clear that this is a completely linear tome. In all cases, the PMBOK®Guide offers solutions where A leads to B, which leads to C (Figure 2.2).

The PMBOK®Guide recognizes that people are an essential part of any project and people are not completely linear creatures. Processes can be established in order to better focus people toward tasks; they do not always operate completely in a linear universe. The PMBOK®Guide might like to believe that people are completely hierarchical and process driven, too often people are not. To this end, the PMBOK®Guide attempts to address this by trying to standardize every process to make all processes as linear as possible while recognizing that certain processes are happening at various times during a the life cycle of the project. For example, in some cases, A can lead to C, which in turn leads to B (Figure 2.3).

Figure 2.2 A to B yields C

Figure 2.3 A to C yields B

Initially, this example is something one would want to reject as a possibility, but one must examine this concept a little further in order to understand how it happens and why it is important. This concept exists in everyday lives; it impacts learning and is essentially a less represented and understood concept of human interaction. In order to completely understand and accept this one must explore two separate examples that are essential to understanding complexity.

Figure 2.4 Learning addition first, subtraction second, multiplication third

In classic learning of basic math, a student is taught addition, subtraction, multiplication, and division. This is generally the accepted natural order of learning basic math. Yet there are certain cases where this is not always true (Reutzel & Cooter, 2004). Shortening this to examine just the first three elements yields the linear example in Figure 2.4.

Most people would agree that this figure 2.4 is a good representation of the natural progression of learning basic math skills for everyone. The reality is remarkably different. When one breaks down the elements of each of these math operations, one will find that addition and multiplication are closely tied together and in fact addition skills lead directly to multiplication. Individuals might intrinsically agree, because multiplication is more closely tied to addition than subtraction, most would still argue that one must learn math skills to gain a good understanding of basic math. Early learning often begins with addition and moves quickly to multiplication. This runs counter-intuitive to the order of operations; however, addition and multiplication are very tightly linked. Yet, Figure 2.5 is a clear example where A can lead to C without any intermediate step.

Figure 2.5 Learning addition first often leads to learning multiplication

Again, this just seems like a potential route for some students; however, most would feel that perhaps only some gifted students could learn in this manner. Yet there is a daily reality about learning that most people chose to ignore, since it could simply be a case of memorization rather than true learning as can be also seen in some stages of reading (Reutzel & Cooter 2004). For example, shortly after a learning addition, typically the student will begin to add to together like numbers. This is in fact the basis of multiplication and is a concept that will assist them with future learning. An even more basic example is that students will typically know their 10 times table sooner than they will master subtraction. This is because once a student understands the concept of addition, the student will then practice counting by tens. This is a rather easy lesson because the pupil quickly learns that the first digit is the only change; in the process the learner quickly masters the pattern. Consider this as a real-life learning example encountered by individuals that is nonlinear and explains why complexity exists more in human interactions than most people will care to accept.

The example above is compelling but does not explain the complex nature of human interaction. It could be seen as something that perhaps exists in learning in isolated circumstances, but it does not create compelling evidence that such a concept would apply to projects. The next example of A leads to C, which leads to B will be an example that all project managers have to face and must learn to cope with regardless of how hieratical and linear their organization is.

Figure 2.6 Addition leads to multiplication and then leads to subtraction

Figure 2.7 Ready, Aim, Fire

Figure 2.7 shows the typical progression of organizations; it is not the only possible solution. If one is looking for rational decisions based upon facts and information, consider Figure 2.7 as the correct manner to proceed. This linear type of thinking is explained in detail in the PMBOK®Guide (PMI, 2008) and this approach is often the correct path; however, in some cases this may not be the most direct approach. The PMBOK®Guide, as a standard, cannot give the appropriate consideration to external issues or complexity (this is not completely true; if you look at it there are external factors). Hence, it views these as just another input to the project. The guide gives no latitude to the project manager to handle unusual circumstances, such as when a project is in trouble. This is not the fault of the PMBOK®Guide as it is a standard that provides “good practices on most projects most of the time” (PMI, 2008, p. 3). For example, if a project is in trouble and requires intervention by a new project manager, then the typical linear approach to project management might not yield the necessary results in the required time frame. This would be considered a special case and would need to be addressed differently than the typical project.

Typically projects are in trouble for either cost reasons or time reasons. Once a project is out of control and a new project manager is assigned, there is little time for a lot of preparation. A new project manager coming in will have to make some quick and difficult decisions with limited knowledge of the project. This would then lead to acceptable nonlinear process shown in Figure 2.8.

The assumption of the incoming project manager is that some or all of the controls of systems that were in place are not functioning in a manner conducive to the success of the project and hence need to be changed in order to better drive the project toward success. As discussed and supported by the Standish Chaos Report 2009, many more projects end up over budget, late, or cancelled than one would like to believe, so understanding nonlinear processes is necessary for project success. Yet, accepting this process is essential to handling smaller issues that might occur in a project. One might dismiss this example as a special case and could fall outside of the realm of the PMBOK®Guide; there certainly should be some consideration of the possibility of nonlinear thinking to solve typical problems.

Figure 2.8 Ready, Fire, Aim

These examples identify the realities of nonsequential and nonlinear thinking. When one realizes that human interaction is less mechanical and more fluid than that described in the PMBOK®Guide, one realizes the necessity of addressing complexity in the guide. The guide’s lack of attention to complexity is further compounded by the lack of attention to further related topics, such as the lack of attention toward virtual projects, virtual project management communication, and virtual project leadership. The latest PMBOK®Guide (Fourth Edition) does address virtual teams but only in relation to resource management.

Practical Tip: Consider where nonlinear thinking might help with the project. Once you find a place where it makes sense to implement, proceed with this change in order to offer people with a creative option. It does not have to be a large change to the project, but offering new ideas to the process can certainly help the organization move toward complexity. The Grand Canyon started out as a river in the desert and over time the river created the most splendid canyon in North America.

WHAT IS LACKING IN CURRENT PROJECT MANAGEMENT KNOWLEDGE REGARDING COMPLEXITY

Most would agree that the PMBOK®Guide is the standard most Western companies follow when implementing project management. There are other standards and methodologies, such as PRINCE2, adopted by the UK Government as its project management standard, and ISO 10006, a standard that monitors the quality of project management processes. None of these standards are bad but they take the safe approach and do not help to explain why projects continue to fail. Following is an analysis of the PMBOK®Guide and how it adopts complexity. It is used as an example and can be quite easily extrapolated to the other standards that use the same linear approach.

The PMBOK®Guide needs to address complexity as an essential element of any project, and by extension, the project management body of knowledge must recognize complexity as an important element of any complex project. The PMBOK®Guide needs to address certain elements of project management that are fundamental to complexity and the management of complex projects. There is material and information in the body of knowledge of project management, and there are certain elements that should be addressed in the PMBOK®Guide. In particular, four concepts that leverage complexity are either not fully explained or are treated as solely linear concepts. These four concepts are harnessing complexity to handle complex projects, leveraging complexity in communication, utilizing concepts of complexity in virtual projects, and understanding complexity as it relates to project leadership.

One of the serious omissions in the current information about project management is the understanding of complex systems that operate in a linear and nonlinear format. Traditional project management material, including the PMBOK®Guide, operates under the principle that all human systems are inherently mechanical in nature. Project management is a series of learnable processes and skills that could be applied to any new project regardless of the industry, enterprise, or society. Traditional thinking believes that all systems have predictable outputs based upon controlled inputs. This thinking is so embedded in Western thought that the project manager often forgets that there are significant uncontrollable factors in any given system. Project managers tend to ignore this material because it is considered either an aberration to the norm or simply a possibility so remote that it can be discounted as unimportant. When examining why this is such a cultural belief, one can see areas where this kind of thinking is actually a detriment. In the next section, complexity will be further explored in order to explain why a degree of chaos is essential for any complex system.

If a seasoned project manager were to explore the entire process from seed to harvest for a particular crop, that manager might describe the process as shown in Figure 2.9.

Figure 2.9 Simplified farming progression