Purpose: Factors such as stakeholder requirements, emergence of exponential technologies, global business operations and pressures for sustainability increase the complexity of modern projects. This article aims to contribute by developing a systems view of project elements and relations among the same. Design/methodology/approach: The article is based on a design science process and uses business management, project management and the system dynamics literature to support the construction of a conceptual framework, which is preliminary validated using practitioner feedback. Findings: The project management model includes: (a) a systems view of a project in terms of 5 subsystems, 9 components and 27 dimensions; (b) a flow diagram showing 11 key relations among project attributes and (c) a discussion of ten system archetypes which can be identified in the management of a project. Research limitations/implications: Whereas the application of systems thinking in project management has been mostly addressed to build system dynamics tools, this article advances the discussion by providing a framework useful to support theory development and contextual knowledge construction in project management activities. Practical implications: The article provides (project) managers with an articulated project management model and insights to address the complexity of modern project activities. Originality/value: The main value of the research stays in the integrative nature of the presented framework, along with its twofold focus on components and flows (dynamic view).

Project management canvas: a systems thinking framework to address project complexity

Secundo G.
2020

Abstract

Purpose: Factors such as stakeholder requirements, emergence of exponential technologies, global business operations and pressures for sustainability increase the complexity of modern projects. This article aims to contribute by developing a systems view of project elements and relations among the same. Design/methodology/approach: The article is based on a design science process and uses business management, project management and the system dynamics literature to support the construction of a conceptual framework, which is preliminary validated using practitioner feedback. Findings: The project management model includes: (a) a systems view of a project in terms of 5 subsystems, 9 components and 27 dimensions; (b) a flow diagram showing 11 key relations among project attributes and (c) a discussion of ten system archetypes which can be identified in the management of a project. Research limitations/implications: Whereas the application of systems thinking in project management has been mostly addressed to build system dynamics tools, this article advances the discussion by providing a framework useful to support theory development and contextual knowledge construction in project management activities. Practical implications: The article provides (project) managers with an articulated project management model and insights to address the complexity of modern project activities. Originality/value: The main value of the research stays in the integrative nature of the presented framework, along with its twofold focus on components and flows (dynamic view).
Conceptual framework; Governance; Project complexity; Project management; Systems thinking
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/20.500.12572/750
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