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On Faith, Fact, and Interaction in Projects

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Abstract

Projects are and have always been complex. However, complexity is hardly managed or influenced. This paper discusses the concept of patterns of complexity, the minimal manageable “space” of complexity. In order to appraise this pattern, complexity was grouped in three types: faith, fact, and interaction. Based on this typology, 10 characteristics typically involved in projects were defined. This resulting pattern was quantitatively and qualitatively tested with eight projects through the perspective of the project manager. Based on these results, the set of characteristics, as well as the method used to assess its intensity, is discussed. The results show that the pattern of complexity embraces relevant characteristics to support the situated management of projects, maintaining the holistic and strategic view of projects. The predominant type of complexity perceived by project managers was the complexity of interaction. This highlights the importance of coordination in projects. However, the coexistence of these three complexities was a constant in projects.

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References

1996The concept of project complexity—a review 2002On Uncertainty, Ambiguity, and Complexity in Project Management 1996Toward a typological theory of project management 1991Facets of Systems Science 2004Senior management perceptions of project management competence 1970Soziologische Aufklärung 2004Selectionism and Learning in Projects with Complexity and Unforeseeable Uncertainty 1995Management of multiple simultaneous projects: a state-of-the-art review

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