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The main project complexity factors and their interdependencies in defence projects

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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The main project complexity factors and their interdependencies in defence projects. / Bolzan de Rezende, Leandro; Denicol, Juliano; Blackwell, Paul et al.
In: Project Leadership and Society, Vol. 3, 100050, 31.12.2022.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Bolzan de Rezende, L, Denicol, J, Blackwell, P & Kimura, H 2022, 'The main project complexity factors and their interdependencies in defence projects', Project Leadership and Society, vol. 3, 100050. https://doi.org/10.1016/j.plas.2022.100050

APA

Bolzan de Rezende, L., Denicol, J., Blackwell, P., & Kimura, H. (2022). The main project complexity factors and their interdependencies in defence projects. Project Leadership and Society, 3, Article 100050. https://doi.org/10.1016/j.plas.2022.100050

Vancouver

Bolzan de Rezende L, Denicol J, Blackwell P, Kimura H. The main project complexity factors and their interdependencies in defence projects. Project Leadership and Society. 2022 Dec 31;3:100050. Epub 2022 May 26. doi: 10.1016/j.plas.2022.100050

Author

Bolzan de Rezende, Leandro ; Denicol, Juliano ; Blackwell, Paul et al. / The main project complexity factors and their interdependencies in defence projects. In: Project Leadership and Society. 2022 ; Vol. 3.

Bibtex

@article{1de57ae13232491a9fe3c2831a888f3d,
title = "The main project complexity factors and their interdependencies in defence projects",
abstract = "This research identifies 18 main project complexity factors affecting defence projects and four new factors to the literature. Many interdependencies among the factors were identified, suggesting they form a contextualised project complexity network capable of creating emerging behaviours that would not be observable if they were analysed in isolation. These interdependencies make the project adapt and self-organise, resulting in emergent behaviour and unintended consequences beyond the team's ability to cope with them. These characteristics challenge the classic view of project management based on objectivity, reductionism, control, and predictability in favour of new approaches based on subjectivity, systemic thinking, and adaptability. Moreover, the lower the team's delivery capacity, the greater the perception of the project complexity's effects, given that the project team will not have the capacity to manage and respond to these many interactions and elements. This systemic view contrast with the usual functionalist approach used on project complexity frameworks.",
keywords = "Project complexity, Defence, Competencies, Programme management, Megaprojects",
author = "{Bolzan de Rezende}, Leandro and Juliano Denicol and Paul Blackwell and Herbert Kimura",
year = "2022",
month = dec,
day = "31",
doi = "10.1016/j.plas.2022.100050",
language = "English",
volume = "3",
journal = "Project Leadership and Society",
issn = "2666-7215",
publisher = "Elsevier",

}

RIS

TY - JOUR

T1 - The main project complexity factors and their interdependencies in defence projects

AU - Bolzan de Rezende, Leandro

AU - Denicol, Juliano

AU - Blackwell, Paul

AU - Kimura, Herbert

PY - 2022/12/31

Y1 - 2022/12/31

N2 - This research identifies 18 main project complexity factors affecting defence projects and four new factors to the literature. Many interdependencies among the factors were identified, suggesting they form a contextualised project complexity network capable of creating emerging behaviours that would not be observable if they were analysed in isolation. These interdependencies make the project adapt and self-organise, resulting in emergent behaviour and unintended consequences beyond the team's ability to cope with them. These characteristics challenge the classic view of project management based on objectivity, reductionism, control, and predictability in favour of new approaches based on subjectivity, systemic thinking, and adaptability. Moreover, the lower the team's delivery capacity, the greater the perception of the project complexity's effects, given that the project team will not have the capacity to manage and respond to these many interactions and elements. This systemic view contrast with the usual functionalist approach used on project complexity frameworks.

AB - This research identifies 18 main project complexity factors affecting defence projects and four new factors to the literature. Many interdependencies among the factors were identified, suggesting they form a contextualised project complexity network capable of creating emerging behaviours that would not be observable if they were analysed in isolation. These interdependencies make the project adapt and self-organise, resulting in emergent behaviour and unintended consequences beyond the team's ability to cope with them. These characteristics challenge the classic view of project management based on objectivity, reductionism, control, and predictability in favour of new approaches based on subjectivity, systemic thinking, and adaptability. Moreover, the lower the team's delivery capacity, the greater the perception of the project complexity's effects, given that the project team will not have the capacity to manage and respond to these many interactions and elements. This systemic view contrast with the usual functionalist approach used on project complexity frameworks.

KW - Project complexity

KW - Defence

KW - Competencies

KW - Programme management

KW - Megaprojects

U2 - 10.1016/j.plas.2022.100050

DO - 10.1016/j.plas.2022.100050

M3 - Journal article

VL - 3

JO - Project Leadership and Society

JF - Project Leadership and Society

SN - 2666-7215

M1 - 100050

ER -