Applying Multi-Methodological System Theory to Project Management

Haslett, T; Sankaran, S

Applying Multi-Methodological System Theory to Project Management

Haslett, T Sankaran, S

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Publisher:: ISSS 2009
Publication Type:: Conference Proceeding
Citation:: ISSS 2009 Making Liveable Sustainable Systems Unremarkable, 2009, pp. 1 - 12
Issue Date:: 2009-01

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Field	Value	Language
dc.contributor.author	Haslett, T	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.contributor.editor	Jennifer Wilby	en_US
dc.date	2009-07-12	en_US
dc.date.issued	2009-01	en_US
dc.identifier.citation	ISSS 2009 Making Liveable Sustainable Systems Unremarkable, 2009, pp. 1 - 12	en_US
dc.identifier.isbn	978-1-906740-02-3	en_US
dc.identifier.uri	http://hdl.handle.net/10453/12048
dc.description.abstract	This paper begins with the proposition that most project managers are dealing with complex systems. Complex systems are defined as systems with numerous stakeholders, nonlinearities, multiple interdependencies and feedback systems. Typical nonlinearities are often unanticipated changes in the scope of the project, the dismissal of project managers, shedding people with critical labour skills or the termination of credit arrangements with banks. The interdependencies are the relationships between project management, the suppliers and contractors, the clients and the other stakeholders. The feedback systems most common to the success and failure of project management are the rework cycles and their impact on both the demand for labour and the final budget and completion date. The paper outlines a methodology for project management that integrates a number of systems thinking tools into the project management process.	en_US
dc.publisher	ISSS 2009	en_US
dc.relation.ispartof	ISSS 2009 Making Liveable Sustainable Systems Unremarkable	en_US
dc.relation.ispartof	Making Liveable Sustainable Systems Unremarkable	en_US
dc.title	Applying Multi-Methodological System Theory to Project Management	en_US
dc.type	Conference Proceeding
utslib.location	United Kingdom	en_US
utslib.location.activity	Brisbane, Ausralia	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
dc.location.activity	Brisbane, Ausralia	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	United Kingdom	en_US
pubs.start-date	2009-07-12	en_US

Abstract:

This paper begins with the proposition that most project managers are dealing with complex systems. Complex systems are defined as systems with numerous stakeholders, nonlinearities, multiple interdependencies and feedback systems. Typical nonlinearities are often unanticipated changes in the scope of the project, the dismissal of project managers, shedding people with critical labour skills or the termination of credit arrangements with banks. The interdependencies are the relationships between project management, the suppliers and contractors, the clients and the other stakeholders. The feedback systems most common to the success and failure of project management are the rework cycles and their impact on both the demand for labour and the final budget and completion date. The paper outlines a methodology for project management that integrates a number of systems thinking tools into the project management process.

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http://hdl.handle.net/10453/12048