Ludovic‐Alexandre Vidal and Franck Marle
The purpose of this paper is to better identify, define and model complexity within the field of project management in order to manage better under conditions of complexity (and…
Abstract
Purpose
The purpose of this paper is to better identify, define and model complexity within the field of project management in order to manage better under conditions of complexity (and manage better complexity‐induced risks).
Design/methodology/approach
An extensive literature review enlightens the lack of consensus on project complexity and thus provides a broad view and a critical analysis of the underlying concepts. A project complexity framework and definition are then proposed. After underlining the stakes of project complexity in accordance with these proposals, a project complexity model is then built notably due to systems analysis.
Findings
Proposal of standard project complexity framework and definition. Proposal of a synthesis of the relationships between the concepts of project uncertainty and project complexity. Proposal of a project complexity model (and validation due to industrial application).
Research limitations/implications
The literature review and project complexity framework tries to be exhaustive even though it is likely to be completed. The final version of the model is still to be computed and tested.
Practical implications
Avoiding confusion when defining and managing a complex project, particularly between project team members (and as a consequence improving communication and information sharing), improves the assessment of the propagation of a change within the project.
Originality/value
The paper proposes an original framework and a definition of project complexity. The complexity model permits the navigation from any element of the project to any other (when detail is needed) and is, as a consequence, original and complementary with traditional project management models and tools.
Details
Keywords
Ludovic‐Alexandre Vidal and Franck Marle
The purpose of this paper is to develop the concept of project vulnerability in order to focus on the weaknesses of a project system, instead of focusing on risk evaluation only…
Abstract
Purpose
The purpose of this paper is to develop the concept of project vulnerability in order to focus on the weaknesses of a project system, instead of focusing on risk evaluation only. The paper concentrates on a systems thinking‐based view to highlight the potentially endangered elements of a project, including its outcomes.
Design/methodology/approach
The paper gives a broad state of the art in many scientific domains; a definition of project vulnerability; a description of a project vulnerability management process, including identification, analysis and response plan; and a test on an industrial case study.
Findings
The author's project vulnerability management process permits one to concentrate directly on the existing weaknesses of a project system, which may create potential damages regarding the project values creation. By focusing on this system, response plans may be more adapted to the existing short comings of the project.
Research limitations/implications
Some aspects of the vulnerability definition should be refined, like the concepts of susceptibility or cruciality. Other promising works may focus on the evaluation of the non‐resistance and resilience, notably thanks to the introduction of interdependences which exist in complex projects.
Practical implications
A case study was done on a decision support system (FabACT) developed at Hôpital Européen Georges Pompidou Pharmacy department. The aim of this project was to achieve a better balance between the workload and the efficiency of the compounding unit.
Originality/value
The paper presents an innovative way to analyse a project's vulnerability by focusing on its existing weaknesses using a systems thinking‐based approach.
Details
Keywords
Evren Sahin, Ludovic‐Alexandre Vidal and Emna Benzarti
The purpose of this paper is to assess the potential factors that may generate complexity in managing operations in home care (HC) organizations. Hence, a framework which might…
Abstract
Purpose
The purpose of this paper is to assess the potential factors that may generate complexity in managing operations in home care (HC) organizations. Hence, a framework which might assist decision making regarding complexity‐driven issues in HC organizations is developed.
Design/methodology/approach
Based on a systems thinking view, a framework was developed identifying complexity factors in HC organizations. The paper is based on field research to explore the practical challenges of managing operations in HC structures. The authors additionally give a state of the art in many scientific domains; definition of complexity and its implications; complexity in health care; description of home care operations and their management. The literature review enlightens the lack of consensus on HC complexity and thus provides a broad view and a critical analysis of the underlying concepts.
Findings
Proposal of a HC operations complexity model (and validation due to a practical application).
Practical implications
The framework developed by the authors permits one to identify rapidly the existing complexity factors which may create potential damages regarding value creation and cost improvement in HC. Two kinds of HC complexity are identified: HC organization complexity and HC individual patients' therapeutical projects complexity. Complexity factors are grouped into five categories: factors related to size; factors related to variety; interdependence factors; factors related to uncertainties; and factors related to context. By identifying the factors, decision support systems and response plans may be more adapted to the potential existing short comings of operations.
Originality/value
Based on authors' extensive knowledge of HC practices, as well as an international systematic review of literature, this paper contributes to a better characterization of factors inducing complexity in the HC context. To the best of the authors' knowledge, operations management literature lacks a general framework enabling a better identification and understanding of what makes HC operations specific. The paper presents an innovative way to analyze HC complexity using a systems thinking‐based approach. In this sense, its contribution is very complementary to traditional operations management models.