This document summarizes research investigating the relationship between socio-organizational complexity and project schedule performance. Five case studies of construction projects were conducted that measured complexity characteristics affecting weekly project performance. The results showed that as the number of complexity characteristics increased, the weekly drop in project performance also increased. Specifically, as complexity rose, planned durations were not being achieved, with only around 50-60% of planned durations actually completed across the case studies. This relationship between rising complexity and decreasing performance over time resembles the behavior of an underdamped control system, rather than an exponential decay curve as previously thought. The research findings have implications for how socio-organizational complexity can be managed to improve project schedule performance.
This paper was presented at the Hawaii International Conference on Systems Sciences in Waikoloa, Hawaii, Jan. 5-8, 2009. It describes a proposal for empirical research into project management practices that determine success or failure of I.T.-intensive projects.
Discrete Event Simulation Analysis of the Effect of Labor Absenteeism on the ...IJERA Editor
Labor absenteeism has been identified as one of the main factors delaying construction projects. This paper reports an approach to quantitatively estimate the effect of labor absenteeism on the duration of construction activities in housing projects, using discrete event simulation. Absenteeism and productivity data from fourteen housing projects were used to estimate the effect of absenteeism on four construction activities from three different projects. Moreover, four different absenteeism scenarios were analyzed with this methodology: no absences of skilled or unskilled workers; with absences of unskilled workers only; with absences of skilled workers only; and with absences of both skilled and unskilled workers at the same time. As expected, the results exposed that the absences of skilled workers have a greater impact on the runtime of construction activities than the absences of unskilled ones; while the scenario with simultaneous absences of skilled and unskilled workers caused the greatest delays and productivity losses in the activities. The methodology was proved effective to determine the effect of labor absenteeism on the duration and productivity of construction activities. Contractors could apply this approach in order to improve their scheduling procedures, as well as to increase certainty in the attainment of project goals.
This paper was presented at the Hawaii International Conference on Systems Sciences in Waikoloa, Hawaii, Jan. 5-8, 2009. It describes a proposal for empirical research into project management practices that determine success or failure of I.T.-intensive projects.
Discrete Event Simulation Analysis of the Effect of Labor Absenteeism on the ...IJERA Editor
Labor absenteeism has been identified as one of the main factors delaying construction projects. This paper reports an approach to quantitatively estimate the effect of labor absenteeism on the duration of construction activities in housing projects, using discrete event simulation. Absenteeism and productivity data from fourteen housing projects were used to estimate the effect of absenteeism on four construction activities from three different projects. Moreover, four different absenteeism scenarios were analyzed with this methodology: no absences of skilled or unskilled workers; with absences of unskilled workers only; with absences of skilled workers only; and with absences of both skilled and unskilled workers at the same time. As expected, the results exposed that the absences of skilled workers have a greater impact on the runtime of construction activities than the absences of unskilled ones; while the scenario with simultaneous absences of skilled and unskilled workers caused the greatest delays and productivity losses in the activities. The methodology was proved effective to determine the effect of labor absenteeism on the duration and productivity of construction activities. Contractors could apply this approach in order to improve their scheduling procedures, as well as to increase certainty in the attainment of project goals.
ARCHITECTING IN THE CONTEXT OF AGILE SOFTWARE DEVELOPMENT: FRAGILITY VERSUS F...IJCSEA Journal
As the size and complexity of software systems increase, software development process couldn’t be bound to just codifying some modules that serve needed functionality and finding the appropriate configuration of these modules. Instead, a growing need emerges to sketch a big picture of the whole system that not only identifies basic parts of functionality, but also harmonizes these parts internally, manages how these parts will provide needed functionality, and paves the way for future adaptation. The answer to this need was software architectures. The agile approach to software development wasn’t about introducing a magical solution that will handle all development problems. However, the agile architecting approach is believed to be a source of new problems. Through this paper, we are going to explore agile architecting problems and what is needed to achieve an architecting approach that can be agile, while serving its purpose of
producing a stable architecture.
A metric based approach for measuring the conceptual integrity of software ar...ijseajournal
Software architectures evaluation has an important role in the life cycle of software systems. The
conceptual integrity is one of the quality attributes which could be closely related to software architectural
design. It is the underlying theme or vision that unifies all levels of the system's design. In this paper, a
method for measuring the conceptual integrity of software architecture is provided. Conceptual integrity
measurement is done in several steps by extracting a graph structure which its nodes are architectural
concepts and its edges are relationship between them. The constructed graph is then weighted according to
the type of relationship among the architectural concepts. Finally, a metric for evaluating the conceptual
integrity from the refined graph is provided.
A Study on Project Planning Using the Deterministic and Probabilistic Models ...IJERA Editor
Project planning is the important task in many areas like construction, resource allocation and many. A sequence of activities has to be performed to complete one task. Each activity has its unique processing time and all together to identify the critical activities which affect the completion of the project. In this paper the probabilistic and deterministic models to determine the project completion time and also the critical activities are considered. A case study on building construction project has been performed to demonstrate the application of the above said models. The two project scheduling namely PERT and CPM are used to determine numerically the different types of floating times of each activity and hence determined the critical path which plays an important role in the project completion time. Also a linear programing model has been developed to reduce the project completion time which optimize the resource allocation. To apply these techniques numerically the primary data from a housing project company in a metropolitan city has been taken, the network diagram of the activities involved in the building construction project has been drawn and the results are tabulated
SCHEDULING AND INSPECTION PLANNING IN SOFTWARE DEVELOPMENT PROJECTS USING MUL...ijseajournal
This paper presents a Multi-objective Hyper-heuristic Evolutionary Algorithm (MHypEA) for the solution
of Scheduling and Inspection Planning in Software Development Projects. Scheduling and Inspection
planning is a vital problem in software engineering whose main objective is to schedule the persons to
various activities in the software development process such as coding, inspection, testing and rework in
such a way that the quality of the software product is maximum and at the same time the project make span
and cost of the project are minimum. The problem becomes challenging when the size of the project is
huge. The MHypEA is an effective metaheuristic search technique for suggesting scheduling and inspection
planning. It incorporates twelve low-level heuristics which are based on different methods of selection,
crossover and mutation operations of Evolutionary Algorithms. The selection mechanism to select a lowlevel
heuristic is based on reinforcement learning with adaptive weights. The efficacy of the algorithm has
been studied on randomly generated test problem.
This survey reviews the latest literature related to scheduling problems which is closely related to load
balancing problems. It is noted that they are often used with the same meaning. In fact, it is not efficient to use one
without the other. This is because the scheduling problem is to determine the order of tasks execution on available
devices, while load balancing seeks to balance these tasks between these devices. The motivation of this work comes
from the need to have, in one paper, a comprehensive idea of these problems with an in-depth view of the involved
research tendencies. Several scheduling schemes under different constraints and optimization criteria are discussed.
We observed that the rapid technological development at the level of machinery and equipment is accompanied by
intensive use of these devices. This requires the enhancement and improvement of scheduling algorithms and the
tendency is more and more towards the heuristic and approximate algorithms. As the scheduling schemes range from
workshops to Cloud, Fog and Edge computing segments of the collaborative mobile computing, we argue that they
have not yet been used effectively in its third segment: individual mobile networks. These networks can play the most
effective role, in catastrophic situations, to overcome the problem of telephony/internet communication traffic with
the cheapest or free cost. We aim to motivate research on scheduling issues to this segment of collaborative mobile
computing that becomes indispensable in urgent these cases as: Oregon, floods, earthquake, terrorist attacks, etc.,
when almost everything is damaged or not accessible except our small mobile devices and ubiquitous resources.
‘Delivering Programmes of work in a Collaborative Environment’
In December 2013 I delivered a presentation on the above subject as a guest speaker at the 3rd Advanced Project Management International Conference in Berlin.
If you have any questions please email me on: danton@danton-progm.co.uk
Design Knowledge Gain by Structural Health MonitoringStroNGER2012
The design of complex structures should be based on advanced approaches able to take into account the behavior of the constructions during their entire life-cycle. Moreover, an effective design method should consider that the modern constructions are usually complex systems, characterized by strong interactions among the single components and with the design environment.
A modern approach, capable of adequately considering these issues, is the so-called performance-based design (PBD). In order to profitably apply this design philosophy, an effective framework for the evaluation of the overall quality of the structure is needed; for this purpose, the concept of dependability can be effectively applied.
In this context, structural health monitoring (SHM)
assumes the essential role to improve the knowledge on the structural system and to allow reliable evaluations of the structural safety in operational conditions. SHM should be planned at the design phase and should be performed during the entire life-cycle of the structure.
In order to deal with the large quantity of data coming from the continuous monitoring various processing techniques exist. In this work different approaches are discussed and in the last part two of them are applied on the same dataset.
It is interesting to notice that, in addition to this first level of knowledge, structural health monitoring allows obtaining a further more general contribution to the design knowledge of the whole sector of structural engineering.
Consequently, SHM leads to two levels of design knowledge gain: locally, on the specific structure, and globally, on the general class of similar structures.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
Analysis and implementation of the impact of change: application to heterogen...IJECEIAES
Measurements play an important role in many scientific fields in general and in the analysis of enterprise architecture in particular. In software engineering, the measures are used to control the quality of the software product and better manage development projects to control the cost of production. In this article we proposed firstly models and measures to evaluate and analyze the complexity of the enterprise architecture and especially the heterogeneity of components and relationships, and secondely we developed a model to automatically detect the change of measures and their impact on enterprise architecture.
ARCHITECTING IN THE CONTEXT OF AGILE SOFTWARE DEVELOPMENT: FRAGILITY VERSUS F...IJCSEA Journal
As the size and complexity of software systems increase, software development process couldn’t be bound to just codifying some modules that serve needed functionality and finding the appropriate configuration of these modules. Instead, a growing need emerges to sketch a big picture of the whole system that not only identifies basic parts of functionality, but also harmonizes these parts internally, manages how these parts will provide needed functionality, and paves the way for future adaptation. The answer to this need was software architectures. The agile approach to software development wasn’t about introducing a magical solution that will handle all development problems. However, the agile architecting approach is believed to be a source of new problems. Through this paper, we are going to explore agile architecting problems and what is needed to achieve an architecting approach that can be agile, while serving its purpose of
producing a stable architecture.
A metric based approach for measuring the conceptual integrity of software ar...ijseajournal
Software architectures evaluation has an important role in the life cycle of software systems. The
conceptual integrity is one of the quality attributes which could be closely related to software architectural
design. It is the underlying theme or vision that unifies all levels of the system's design. In this paper, a
method for measuring the conceptual integrity of software architecture is provided. Conceptual integrity
measurement is done in several steps by extracting a graph structure which its nodes are architectural
concepts and its edges are relationship between them. The constructed graph is then weighted according to
the type of relationship among the architectural concepts. Finally, a metric for evaluating the conceptual
integrity from the refined graph is provided.
A Study on Project Planning Using the Deterministic and Probabilistic Models ...IJERA Editor
Project planning is the important task in many areas like construction, resource allocation and many. A sequence of activities has to be performed to complete one task. Each activity has its unique processing time and all together to identify the critical activities which affect the completion of the project. In this paper the probabilistic and deterministic models to determine the project completion time and also the critical activities are considered. A case study on building construction project has been performed to demonstrate the application of the above said models. The two project scheduling namely PERT and CPM are used to determine numerically the different types of floating times of each activity and hence determined the critical path which plays an important role in the project completion time. Also a linear programing model has been developed to reduce the project completion time which optimize the resource allocation. To apply these techniques numerically the primary data from a housing project company in a metropolitan city has been taken, the network diagram of the activities involved in the building construction project has been drawn and the results are tabulated
SCHEDULING AND INSPECTION PLANNING IN SOFTWARE DEVELOPMENT PROJECTS USING MUL...ijseajournal
This paper presents a Multi-objective Hyper-heuristic Evolutionary Algorithm (MHypEA) for the solution
of Scheduling and Inspection Planning in Software Development Projects. Scheduling and Inspection
planning is a vital problem in software engineering whose main objective is to schedule the persons to
various activities in the software development process such as coding, inspection, testing and rework in
such a way that the quality of the software product is maximum and at the same time the project make span
and cost of the project are minimum. The problem becomes challenging when the size of the project is
huge. The MHypEA is an effective metaheuristic search technique for suggesting scheduling and inspection
planning. It incorporates twelve low-level heuristics which are based on different methods of selection,
crossover and mutation operations of Evolutionary Algorithms. The selection mechanism to select a lowlevel
heuristic is based on reinforcement learning with adaptive weights. The efficacy of the algorithm has
been studied on randomly generated test problem.
This survey reviews the latest literature related to scheduling problems which is closely related to load
balancing problems. It is noted that they are often used with the same meaning. In fact, it is not efficient to use one
without the other. This is because the scheduling problem is to determine the order of tasks execution on available
devices, while load balancing seeks to balance these tasks between these devices. The motivation of this work comes
from the need to have, in one paper, a comprehensive idea of these problems with an in-depth view of the involved
research tendencies. Several scheduling schemes under different constraints and optimization criteria are discussed.
We observed that the rapid technological development at the level of machinery and equipment is accompanied by
intensive use of these devices. This requires the enhancement and improvement of scheduling algorithms and the
tendency is more and more towards the heuristic and approximate algorithms. As the scheduling schemes range from
workshops to Cloud, Fog and Edge computing segments of the collaborative mobile computing, we argue that they
have not yet been used effectively in its third segment: individual mobile networks. These networks can play the most
effective role, in catastrophic situations, to overcome the problem of telephony/internet communication traffic with
the cheapest or free cost. We aim to motivate research on scheduling issues to this segment of collaborative mobile
computing that becomes indispensable in urgent these cases as: Oregon, floods, earthquake, terrorist attacks, etc.,
when almost everything is damaged or not accessible except our small mobile devices and ubiquitous resources.
‘Delivering Programmes of work in a Collaborative Environment’
In December 2013 I delivered a presentation on the above subject as a guest speaker at the 3rd Advanced Project Management International Conference in Berlin.
If you have any questions please email me on: danton@danton-progm.co.uk
Design Knowledge Gain by Structural Health MonitoringStroNGER2012
The design of complex structures should be based on advanced approaches able to take into account the behavior of the constructions during their entire life-cycle. Moreover, an effective design method should consider that the modern constructions are usually complex systems, characterized by strong interactions among the single components and with the design environment.
A modern approach, capable of adequately considering these issues, is the so-called performance-based design (PBD). In order to profitably apply this design philosophy, an effective framework for the evaluation of the overall quality of the structure is needed; for this purpose, the concept of dependability can be effectively applied.
In this context, structural health monitoring (SHM)
assumes the essential role to improve the knowledge on the structural system and to allow reliable evaluations of the structural safety in operational conditions. SHM should be planned at the design phase and should be performed during the entire life-cycle of the structure.
In order to deal with the large quantity of data coming from the continuous monitoring various processing techniques exist. In this work different approaches are discussed and in the last part two of them are applied on the same dataset.
It is interesting to notice that, in addition to this first level of knowledge, structural health monitoring allows obtaining a further more general contribution to the design knowledge of the whole sector of structural engineering.
Consequently, SHM leads to two levels of design knowledge gain: locally, on the specific structure, and globally, on the general class of similar structures.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
Analysis and implementation of the impact of change: application to heterogen...IJECEIAES
Measurements play an important role in many scientific fields in general and in the analysis of enterprise architecture in particular. In software engineering, the measures are used to control the quality of the software product and better manage development projects to control the cost of production. In this article we proposed firstly models and measures to evaluate and analyze the complexity of the enterprise architecture and especially the heterogeneity of components and relationships, and secondely we developed a model to automatically detect the change of measures and their impact on enterprise architecture.
This paper deals with the general framework for the development and the maintenance of complex structural systems. In the first part, starting with a semantic analysis of the term ‘structure’, the traditional approach to structural problem solving has been reconsidered. Consequently, a systemic approach for the formulation of the different kinds of direct and inverse problems has been framed, particularly with regards to structural design and
maintenance. The overall design phase is defined with the aid of the performance-based design (PBD) philosophy, emphasizing the concepts of dependability and enlightening the role of structural identification. The second part of the present work analyses structural health monitoring (SHM) in the systemic way previously introduced. Finally, the techniques related to the implementation of the monitoring process are introduced and a synoptic overview of methods and instruments for structural health monitoring is
presented, with particular attention to the ones necessary for structural damage identification.
We examine the problem of weaknesses in frameworks of conceptual modeling for handling certain aspects of the system being modeled. We propose the use of a flow-based modeling methodology at the conceptual level. Specifically, and without loss of generality, we develop a conceptual description that can be used for controlling the maintenance of a physical system, and demonstrate it by applying it to an existing electrical power plant system. Recent studies reveal difficulties in finding comprehensive answers for monitoring operations and identifying risks as well as the fact that incomplete information can easily lead to incorrect maintenance. A unified framework for integrated conceptualization is therefore needed. The conceptual modeling approach integrates maintenance operations into a total system comprising humans, physical objects, and information. The proposed model is constructed of (abstract) machines of “things” connected by flows, forming an integrated whole. It represents a man-made, intentionally constructed system and includes technical and human “things” observable in the real world, exemplified by the study case described in this paper. A specification is constructed from a maximum of five basic operations: creation, processing, releasing, transferring, and receiving.
Planning is a guideline in implementing the project so that development can be
implemented in accordance with the time and cost planned. Control discrepancy
between initial plan and realization that exists in implementation project required a
project management, therefore required optimization analysis of project duration, so
it can be known how long a project is completed and look for the possibility of project
acceleration implementation by Project Evaluation and Review Technique (PERT)
and Critical Path Method (CPM) or critical path method. This research aims to apply
Project Evaluation and Review Technique (PERT) and Critical Project Management
(CPM) methods to find optimize solutions and control the performance of time and
cost in project scheduling. The research method used case study method at hospital
project in Bogor District, Indonesia, by collecting data direct observation and
interview results at contractor. Based on these data, create a schedule by using PERT
and CPM methods, which will be measured performance of time performance and
project cost which is expected to overcome the problem of controlling and completion
of project. The results of this study, using PERT and CPM methods proved to optimize
the project. Based on calculation by PERT method reduce duration of work: 12 days
(13, 18%). Based on calculation by CPM method reduce duration of work: 31 days
(34, 06%) but direct cost increase 112.208,300, - rupiahs (0, 25%).
Delay Analysis in EPC Projects using Ishikawa DiagramIJAEMSJORNAL
Delay is one of the major issues in EPC projects in Oman. Project managers are not considering the root causes of delay while taking preventive measures. This project aims to identify the most common types of delay in EPC projects, to find out the root causes of delay by using Ishikawa diagram and further to prepare acceleration plan for a running project by using schedule compression techniques. The objectives of this project are: (a ) to identify root causes of various delays commonly affecting the EPC projects in Oman by using Ishikawa diagram. (b) to identify critical delay cause factors for a running project by conducting questionnaire survey. (c) to prepare acceleration plan for the project by using schedule compression techniques. To achieve this study: all the information was collected, schedules were compared to calculate the delay in each activity, questionnaire survey was conducted to study the impact of various factors causing delay and the root causes by using Ishikawa diagram and finally prepared an acceleration plan by using schedule compression techniques . The results found are: time and cost constraints are the biggest obstacle causing delay in EPC projects. The study identified the importance of analyzing the root causes before taking any particular preventive measures.
Task DependenciesInserting an intravenous (IV) line is a multi.docxjohniemcm5zt
Task Dependencies
Inserting an intravenous (IV) line is a multi-step process. Before attempting to find a suitable vein, nurses must gather the appropriate materials (tourniquet, catheter, IV tubing, etc.). Before puncturing a patient’s vein, nurses must first find one that is suitable. This process illustrates the project management principle of
task dependencies
. Each task in the process
depends
upon the previous one’s completion in order to begin.
Once a project's scope has been defined and its work breakdown structure created, the next step is to generate a detailed and precise schedule for all activities in the project. This schedule allows for monitoring the project’s progress and provides a strategy for mitigating risk during the project's life cycle. The identification of the relationships (dependencies) between the tasks in a health information technology project is critical as you determine a project timeline.
In this Discussion, you construct a brief example of a health information technology project that illustrates three of the four types of dependencies. In addition, you assess the importance of accurately identifying dependencies in a project timeline.
To prepare:
Review this week’s Learning Resources, focusing on identifying dependencies and sequencing activities.
Bring to mind a health information technology project on which to focus for this Discussion.
Note:
You will use this same project idea to complete this week’s Assignment.
Consider the tasks necessary to complete the project you selected.
Think about the relationship between the tasks (i.e., the dependencies).
Reflect on why it is important to accurately identify the dependencies in a project timeline.
Post by tomorrow 10/11/16 a minimum of 550 words essay in APA format and at least 3 references, which addresses the level one headings as numbered below:
1) An example that illustrates dependencies, or relationships, between tasks in a health information technology project timeline. Include at least three of the four types of dependencies between tasks in the example.
2) Assess the importance of accurately identifying dependencies in a project timeline.
Required Readings
Coplan, S., & Masuda, D. (2011).
Project management for healthcare information technology.
New York, NY: McGraw-Hill.
Chapter 3, “Project Management”
“Time Management” (pp. 59–68)
This section of Chapter 3 focuses on how project managers may plan and control a project schedule to complete a project in a given timeframe. The chapter explains the various aspects of tasks, resources, and scheduling that are necessary for effective time management.
Project Management Institute. (2013).
A guide to the project management body of knowledge (PMBOK guide)
(5th ed.). Newtown Square, PA: Author.
Chapter 6 “Project Time Management” (pp. 141–192)
This chapter provides an overview of processes that can be used to manage a project so that it is completed on time: defining activiti.
The impact of usability in information technology projectsCSITiaesprime
Achieving success in information system and technology (IS/IT) projects is a complex and multifaceted endeavour that has proven difficult. The literature is replete with project failures, but identifying the critical success factors contributing to favourable outcomes remains challenging. The triad of Time-Cost-Quality is widely accepted as key to achieving project success. While time and cost can be quantified and measured, quality is a more complex construct that requires different metrics and measurement approaches. Utilizing the PRISMA Methodology, this study initiated a comprehensive search across literature databases and identified 142 relevant articles pertaining to the specified keywords. A subset of ten articles was deemed suitable for further examination through rigorous screening and eligibility assessments. Notably, a primary finding indicates that despite recognizing usability as a critical element, there is a tendency to neglect usability enhancements due to time and resource constraints. Regarding the influence of usability on project success, the active involvement of end-users emerges as a pivotal factor. Moreover, fostering the enhancement of Human Computer Interaction (HCI) knowledge within the development team is essential. Failure to provide good usability can lead to project failure, undermining user satisfaction and adoption of the technology.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Runway Orientation Based on the Wind Rose Diagram.pptx
SOCIO-ORGANO COMPLEXITY, PROJECT SCHEDULE PERFORMANCE AND UNDERDAMPED TRANSIENT MOTION
1. International Journal of Chaos, Control, Modelling and Simulation (IJCCMS) Vol.9, No.4, December 2020
DOI:10.5121/ijccms.2020.9401 1
SOCIO-ORGANO COMPLEXITY, PROJECT SCHEDULE
PERFORMANCE AND UNDERDAMPED TRANSIENT
MOTION
Dimitris N. Antoniadis
Director of Programme, Project and PMO, DANTON PROGM, London, UK
Senior Lecturer, London Metropolitan College, London, UK
ABSTRACT
Complexity is an inherent property of all systems and a result of interconnections. In projects various
systems come together to deliver the required outcome(s). The most common type of project complexity
mentioned / considered in practice is the technical complexity and this has always been considered a main
factor which affects project performance. Despite that, projects are delivered by people who interface
continuously and therefore are effected by complexity, and in particular that caused by socio-organo
interfaces and the boundaries between the various teams and parties. This has not been investigated.
Socio-organo complexity leads to reduction in performance if interconnections are not managed. Research
has been carried out to understand the effects of complexity through project management processes on
project schedule and performance, aiming towards the development of a tool and identification of actions
that will enable the management of these effects. The author presents results of five case studies, which
demonstrate that socio-organo complexity affects performance and these results have similarities with the
behaviour of underdamped control systems. The results have significant implications on the way socio-
organisational complexity can be managed, how processes are implemented, but also enable parallels to
be drawn between the fields of project management and control systems. Considering control systems
theory proposals are made in this paper for actions to be taken which will contribute towards the
management of the effects of socio-organo complexity on projects.
KEYWORDS
Complexity, Interconnections, Project Schedule Performance, Control Systems, Crisis Management
1. INTRODUCTION
In the majority projects involve a large number of parties and therefore interconnections.
Interconnections generate complexity [1], [2], [3] which has defined characteristics [4]. In the last
few years a number of suggestions have been made regarding the management of its effects [2],
[5],[6],[7], [8]. In practical terms the relationship between complexity and project performance
has been considered as an exponentially decaying function. Various recommendations have been
made for managing the technical and time element of complexity [2] but very little in terms of
the soft side / socio-organisational aspects of complexity of interconnections and its effects [9].
However, processes such as selecting team members, structuring the project team, or the
management style adopted (soft processes) and how these affect and are affected by complexity
have not been considered. The author presents results from five case studies, conducted in the
UK construction industry with client and construction organisations, and which investigated the
effect of socio-organo complexity on project performance, as well as wider issues. The results
demonstrate that the relationship is not that of an exponential decay curve but one of an
underdamped transient motion. They also verify that there is a strong relationship between
2. International Journal of Chaos, Control, Modelling and Simulation (IJCCMS) Vol.9, No.4, December 2020
2
complexity and project performance and confirm the non-linearity of project management. The
study outputs enabled the design, development and validation of a framework for the
management of effects of complexity. Additionally, enable parallels to be drawn from the theory
of systems control and which will allow for the implementation of actions that will enable the
management of the effects of complexity on projects.
2. BACKGROUND
It has been shown that the management of projects occurs in a complex environment [10], [11],
[12]. From earlier studies it has been shown that interfaces in projects have to be managed [1]
and that these generate complexity [13], [2], [5]. From the complexity theory side it has been
shown [3] that it is associated with the interconnection structures that connect / relate various
objects and not the objects themselves and it is defined as the natural outcome of the interactions
of dynamic relationships [9]. Applying complexity theory to the management of projects will
enable the systematic consideration of the conditions that give rise to such complexity and project
management can be defined as:
‘The management of transient, dynamic and complex adaptive systems / agents, so as to deliver
the expected change within certain parameters that are established by phenomenically ordered
and stable environments’ [9].
Previous studies [14], [15] highlight that in order to design more efficient project deliver systems
and subsystems, from the soft view point, we need to understand and optimise the structuring of
the interconnections of these systems and subsystems as well as the characteristics of the
interconnections. This will enable project managers to prepare the set-up of the project and be
ready to respond with the necessary actions at the appropriate stage.
From the review of three systems theories [4] has proposed that complexity has 18 distinct
characteristics. 16 of these characteristics were identified as directly relevant, they were mapped
onto project conditions and detailed description and relevance has been presented in [16].
Generally, in projects the environment is not only evanescent, but it is also characterised by
complexity and reflects a dynamic process involving non-linear procedures [12]. Work that was
done earlier on complexity in projects investigated mainly on the technical perspective [2], [6]but
has not directly addressed the complexity effects on project schedule performance. Also, only
recently the subject of complexity has been linked to non-technical project aspects such as
communication, behavioural and social issues [7], [8]. Even so, these investigations have not
been linked to the effects of socio-organo complexity of interconnections on project schedule
performance.
The effect of complexity on project performance has not been explored. However, it is frequently
assumed, in practical terms, that performance decreases as complexity increases. The relationship
is considered to be one of an exponential decay (e.g. e-x) similar to an overdamped or critically
damped system as those in Figure 1 below.
3. International Journal of Chaos, Control, Modelling and Simulation (IJCCMS) Vol.9, No.4, December 2020
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Figure 1.Underdamped Oscillator. Theoretical harmonic oscillations of systems under the effect of
various damping devices.
In control systems the concept of motion, shown in Figure 1is a combination of two motions [17]
expressed by the general mathematical function:
x = [Ae(-t)
][sin((√(1-2
t)) + a)] (1)
where:
• = undamped natural frequency
• = damping ratio
The first part of equation 1, [Ae(-t)
], expresses the exponential decay element and the second
part, [sin((√(1-2
t)) + a)], expresses the circular frequency element [17].
In [18] the relationship between control systems and the effect of socio-organo complexity and
project performance was established. The authors established the correlation and looked at a
possible explanation / use of the equation of motion to describe project performance outcome.
In this paper the author describes the findings of the initial investigation and expands on the
proposals / concepts made regarding the use of the equation of transient motion to manage the
effects of complexity on project performance.
3. THE INVESTIGATION
The subject of the effects of socio-organo complexity of interconnections on project performance
was part of a wider research into complexity with particular interest in the processes of selecting
team members, structuring project teams, the management style adopted, and project schedule
performance. The relevant study question formulated for this particular objective was ‘to
investigate the inverse correlation between socio-organo complexity and project performance’.
4. International Journal of Chaos, Control, Modelling and Simulation (IJCCMS) Vol.9, No.4, December 2020
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Having previously conducted interviews with project practitioners, in order to establish
applicability of [4] complexity characteristics in project management, the study question was
investigated by conducting closed design [19] multiple case studies.
In the timescales and commitment by respective organisations allowed, five projects were
selected as case studies for nine weeks, or two project reporting periods, using an adaptive and
flexible feedback mechanism. The number of case studies was considered appropriate because, as
[19] states, ‘if two or more cases are shown to support the same theory replication may be
claimed and results will be considered more potent.’ The decision to conduct multiple case
studies was also based on the need to:
• Cover the whole project life-cycle and therefore establish more reflective outcomes.
• Minimise fears of uniqueness and artificial conditions surrounding the case(s), and
• Enable literal replication logic [19].
Considering the above, and in particular covering the whole project life-cycle, it was decided that
the most appropriate method to investigate the study question, but not interfere with the
observations, would be to request project teams to use the project schedule and monitor / record
reasons for delay of the activities to be performed in the nine week predefined time. Results from
earlier interviews with practitioners were used to establish, as will be described below, means to
monitor delays. The project teams would monitor progress weekly and using a pick list they
would record reasons for delay. Activities in the working project schedules will be of one week’s
duration so that the length of delay could be reasonably recorded and reported. Pre-arranged
performance / progress review meetings with the researcher would enable capturing of data,
clarifying queries, checking recorded data / reasons for delay in the performance log and
confirming correctness of process followed. The extensive pick list of ‘reasons for delay’ was
developed from the interviews and focused mainly, but not exclusively, on the three areas under
investigation. An extract from this list is presented in Table 1.
Coding and brief descriptions were used to link ‘reasons for delay’ to one or more of the 16
complexity characteristics for ease of use by the project teams. The teams were also given
‘reasons for delay’ due to issues/causes raised prior to the commencement of the case studies.
However, when/if these were used the practitioners were asked to elaborate at the reviews.
During the reviews particular interest was paid to these reasons for delay since ‘unpredictability’
(a complexity characteristics), or incumbent pathogens [20] cause increase in complexity.
Additionally, in preparation for the reviews, various scenarios where complexity could have a
compounding effect on performance were identified so that these can be reviewed with the teams.
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Table 1. Extract from list for ‘Reasons of activity delay’ given to case study project managers.
Code Complexity Characteristic Reason
D300 Self-reproduction R01 - Lack of appropriate level of induction
D700 Emergence R03 - Team cohesion
B300 Undefined values – structure R04 - Inter-team issue (please elaborate)
D100 Co-evolution – team R06 - Lack of Flexibility within the team
C500,
C300
Attractors / Non-equilibrium R08 - No expertise within the team – external input
requested
C402 Non-linear – structure R09 - Structure of team required improvement
C420 Non-linear – management R10 - Authoritative approach caused problem in team
D400 Downward causation - team
selection
R11 - Team selection could have been better in terms of
tackling the task
D410 Downward causation –
structure
R12 - Definition of work structure needed clarification
D420 Downward causation –
management
R13 - Line of command needed clarification
B100 Unpredictability R14 - Problem from initial phases of project re-surfaced
and caused delay
D110 Co-evolution – structure R16 - Communication between team and others
C210 Instability - structure R17 - Clarity of communication / instruction cause
confusion to the team which took some time to react to the
misunderstanding
C101,
C310
Autonomous Agents – team
Non-equilibrium - structure
R18 - Restriction in people availability did not allow for
appropriate level of expertise
C211
D510
D511
D500
D520
D800
Instability,
Mutability,
Phase changes
R19 - Unexpected activity due to:
R20 - Non-availability of material
R21 - Change in higher level programme
R22 - Causing an upset in the team (who probably did it
again)
R23 - Caused by unreasonable insistence by others
R24 - Caused by not ‘listening’ to team feedback /
expertise
A simple method of performance measurement was established, discussed and agreed with
participants. This is as follows:
• Activity performance = (Planned Duration * % Performance reported); and
• Total Performance = (Σ of Duration Achieved / Σ of Duration Planned)
irrespective of the time elapsed for the activity to be completed.
Five major construction organisations (clients and contractors) accepted to participate, and Board
Directors were briefed on the requirements. The organisations agreed to put forward projects at
the three different phases of the project lifecycle - feasibility, construction and commissioning –
with Project Managers (PMs) that had 10 or more years of experience. The PMs with the project
teams were briefed extensively on the purpose and the process to be followed and were asked to
provide the weekly progress data required. They were also asked to provide other project relevant
information (Project Management Plans, etc) and the weekly meetings were arranged.
The relationship between project schedule performance and complexity, and in particular for the
16 complexity characteristics will be established by analysing the relationships between ‘weekly
% drop in performance against reason of delay’, ‘frequency of occurrence of coded reasons for
delay’ as well as ‘frequency of complexity characteristics causing delay’.
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Results will be deemed acceptable if replication is established between two or more cases
[19]and by conducting validation interviews with PM / practitioners from different organisations.
4. RESULTS
Overall implementation was over a period of ten months (2007 – 2008) and as described above
the five case studies covered the whole project life-cycle (see Figure 2 below).
Figure 2. Project Life-cycle and respective case studies.
The case studies investigated and the type of organisation are shown below in Table 2.
Table 2. Case study contributors by project stage
Case Study Project Stage Description
CS.1.3 Feasibility Waste Water Treatment works
CS.1.1.2 Design / Early Construction Terminal Forecourt extension
CS.1.1.4 Construction Redevelopment of Lounge
CS.2.1 Construction Building – 28 luxury flats
CS.1.2 Commissioning Chemical removal plant
Results from two of the five case studies – CS.1.1.2 and CS.2.1 – are shown below.
Figure 3. Case study CS.1.1.2 (Design/Early Construction). Indicates % drop in performance versus
number of complexity characteristics affecting performance during the nine weeks.
Number of Complexity characteristics & % Drop in Performance
0%
43%
55%
58%
56%
50%
49%
52%
55%
50%
0
6
13
10
11
10
11
13 13
12
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Wk0 w k1 Wk2 w k3 w k4 w k5 w k6 w k7 w k8 w k9
%
Drop
in
Performance
0
2
4
6
8
10
12
14
Num.
of
characteristics
Drop in Performance
Num ofComplexity characteristics
Feasibility / Design
CS.1.3 / CS.1.1.2
Early Construction / Construction
CS.1.1.4 / CS.2.1
Commissioning
CS.1.2
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Figure 4. Case study CS.2.1 (Construction). Indicates % drop in performance versus number of complexity
characteristics affecting performance during the nine weeks.
Another way of indicating drop in performance was that of ‘Cumulative planned durations’
versus ‘Cumulative achieved durations’ which as can be seen in Figures 5 and 6 for case studies
CS.1.1.2 and CS.2.1 only 57% and 43% of the planned activity durations was achieved (or 373
days of the 654 for CS.1.1.2 and 252 days of the 590 for CS.2.1) respectively.
Figure 5. Case Study CS.1.1.2. Drop in performance measured against duration planned against duration
achieved during the case study period.
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Figure 6. Case study G2.1. Drop in performance measured against duration planned against duration
achieved during the case study period.
Results from all five case studies are shown below in Figure 7 and Figure 8 represents the
average drop in performance for all the case studies.
Figure 7.Summary of drop in performance due to the effects of complexity from all case studies.
Modelling Performance
590
252
0
100
200
300
400
500
600
700
Wk0 wk1 Wk2 wk3 wk4 wk5 wk6 wk7 wk8 wk9
Total
Dus
Cum. Planned Du
Cum Achieved Du
Case Study Performance comparison
CS G2.1 - Cnstr
CS G1.1.2 - Cnstr
CS G1.3 - Dsgn
CS G1.2 - Cmsng
CS G1.1.4 - Cnstr
0%
20%
40%
60%
80%
100%
w k0 w k1 w k2 w k3 w k4 w k5 w k6 w k7 w k8 w k9
%
Drop
in
Performance
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Figure 8. Average percentage performance dropdue to complexity for all case studies.
Validation of results was conducted through saturation interviews with project practitioners from
different organisations, from the levels of Project Director to PM and the results were accepted as
a true representation of the issues faced when delivering projects [9].
5. ANALYSIS
Analysis of results is carried out holistically in order to establish inclusive and integrated
deductions as well as replication [19]. The results shown in Figures 3 and 4 establish the inverse
correlation between socio-organisational complexity of interconnections and project schedule
performance and therefore prove the study question. Also, all the results, in particular that shown
in Figure 8, indicate a clear correlation to the theoretical curve of underdamped transient motion
(see Figure 1). Furthermore, the results from case studies CS.1.3 and CS.1.2 confirm relevant
theory [21] regarding project team effectiveness at the initial as well as at the latter stages of the
project life-cycle.
The results indicate that as the effects of the complexity impact work performance drops. Then as
corrective actions are taken they introduce a positive effect (on the performance) but these do not
bring back the performance to the required levels but at a plateau. From the progress reviews it
was found that corrective actions included, bringing forward activities that can be performed at
the time, pulling in additional resources, deferring activities, etc. For example, the PM of case
study CS.2.1 had to delay groups of fit-out activities to a later stage. The case of the performance
plateau and the reduction of the effects of complexity is also evidenced in case study CS.1.2
(Commissioning phase) where the project actually was delivered four weeks late.
All case study results, irrespective of the project phase, support the study question of inverse
correlation between socio-organo complexity and project performance. Also, there is replication
as well as consistency of the results. Additionally, there is clear resemblance with the long-
established theory of underdamped transient motion [17].
Further analysis on the findings and the relation between socio-organo complexity characteristics
and project performance was conducted in the earlier paper [18] and these points will not be
% Drop in Performance - Average of all Case Studies
0%
40%
37%
40%
39%
40%
39%
40% 39% 37%
0%
20%
40%
60%
80%
100%
w k0 w k1 w k2 w k3 w k4 w k5 w k6 w k7 w k8 w k9
%
Drop
in
Performace
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repeated in this paper. The discussion that follows will focus on the some of the results
mentioned above but mainly bring up possible common points between control systems theory
and the management of effects of complexity on project performance.
6. DISCUSSION
The results and analysis presented confirm replication. Furthermore, there is a clear indication
that as the effect of complexity of interconnections increases, or not managed, project
performance decreases. In particular the case studies for projects in construction indicate a circa
57% drop in project performance (see Figure 7) and an overall drop in performance of an average
circa 39% for all project life-cycles (see Figure 8). This raises a number of questions regarding
managing and delivering projects performance to the required level, how can this be improved,
the level(s) of training and the tools available to the PMs and the teams, which will enable them
to manage the effects of complexity and therefore project manage successfully and satisfactorily.
Also, questions are raised regarding project performance in the construction industry in the last
15 – 20 years since the publication of the Latham and Egan reports. It is obvious that, as we
cannot say that complexity in projects is a new phenomenon and also the ‘reasons for delay’ are
something new, we have not provided the appropriate tools to the PMs and their teams to
improve project performance. As mentioned, [22] project management has remained static in a
60’s time warp influenced basically by control mechanisms. It is also questionable if further
innovations based on the same principles (including those of conflict and risk management) will
improve project performance.
The results proved that there is inverse correlation between socio-organo complexity of
interconnections and project performance and that there is a direct relationship on the areas
investigated. However, the characteristics of complexity of interconnections are and should be
affecting the project management sub-processes, e.g. conflict management, monitoring and
control, efficient use of resources, etc. [23]. Therefore, there should be a many-to-many
relationship between complexity characteristics and project management sub-processes. The
overall drop recorded should not change, but the management of the effects of socio-organo
complexity could be enabled further through the other processes which then become contributory
factors.
Let us reflect on the above findings and how actions taken when a crisis arises results from
projects delivered under crisis management are always better than normal day-to-day projects.
As is always the case on a crisis the PM is asked urgently to pull together a team that will deliver
the project within the required parameters. Therefore, from experience, but not limited, we
almost always:
(please note: the corresponding complexity characteristics are shown in italics)
• Have a time limited project – management of Phase changes;
• Are given names of the stakeholders to whom they have direct / immediate access –
management of non-linearity;
• Have all red-tape removed – management of downward causation;
• Have anyone they want in the team that is an expert on the field(s) required, or the PM sets
up their own team with no obstacles from anyone – introducing attractors;
• Have a small team working closely together – co-evolution and non-uniformity;
• Are allowed to self-organise – in addition to self-organisation we have self-modification,
non-standard and mutability;
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• The team achieves the pick of maximum effort and effectiveness by achieving the required
‘Emergence’ levels – in addition to emergence we have also non-standardisation;
• Time response (that is ‘t’)to anything urgent is so small that in many occasions it is barely
noticed (further details on ‘t’ will be discussed below).
Therefore, unknowingly, teams working on crisis projects are managing the effects of the
complexity characteristics and achieve the required project performance. However, this does not
mean that we have to treat everything as in a panic / crisis mode, because it will be unsustainable
for any organisation.
The results prove the non-linearity of project management and the curve of drop in performance
resembles that of an underdamped transient motion and therefore linking to the well-established
theory of control systems.
Therefore, it should be possible to consider, transform and implement relevant ‘solutions’ from
the control systems theory to project management.
With this in mind and in addition to points made in [18], some simple thoughts for further
discussion are presented below.
In [18]a proposal was made to consider the formula of motion in underdamped systems and that
this could be used to improve project performance by:
a) Minimise the circular frequency element [sin((√(1-2
t))+a)],
b) Identify the values of the damping ratio () and natural frequency (), which then will
c) Make the exponential decay function to equal A (see formula 1 above). Thus: Ae(-t)
= A,
which therefore would mean that performance is near the 100%. As depicted in Figure 9 below.
So, using the control systems theory there has to be a way to use relevant characteristics for ‘’
and ‘’ in project teams so that the: lim(-t) → 0
Figure 9. Graphical depiction of underdamped control systems curve applied to project performance.
Therefore, considering the above points and the formula of motion, shown again below, we could
make the following inferences:
x = [Ae(-t)
][sin((√(1-2
t)) + a)] (1)
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1) For a human system (team in the project environment) the ‘ = natural frequency’ has to
be relevant to the individuals’ characteristics that come together to perform the required
activities. The issue to be address here is that as in any ‘high order’ system the ‘resonance’
of the system has to be minimised in order to avoid catastrophic collapse.
Therefore, we could use Belbin’s individual’s characteristics to build the team.
For example, using Belbin’s theory, if you put together A-type individuals you will never
have a team environment as each individual is trying to lead the others. As we build the
team using Belbin’s characteristics, as well as carrying out Myers Briggs, then ‘‘can be
managed, therefore reducing resonance, and the team acts in self-organising way;
2) Regarding the ‘ = damping ratio’ for a human system (again in a project team
environment), we can literally consider using the complexity characteristics as the elements
that will dampen / manage the effects of complexity in the project through the respective
processes.
So, we will need to propose which complexity characteristics can be included in ‘‘. It
should actually be that for each project management process the respective complexity
characteristics are selected as part of the ‘’ that will enable minimising the circular
frequency as well as the exponential decay elements of the formula of motion.
3) For ‘t’, the time element, this has to be the speed with which the team is informed and are
able to react / respond to the events that will tend to overthrow the balance of the system
through the interconnections formed between the systems. The faster the realisation and
reduction of the ‘t’ the quicker the reduction of both the circular and exponential elements
of the formula of the motion.
However, ‘t’ depends on the amount of information (received and/or transmitted) / events
that occur, which unavoidably links to the amount of Entropy ‘S’ in the information
(Shannon Entropy, [24]) received and transmitted. Shannon entropy is the expected value
of the information in a message. The more uncertain, the higher the entropy of the
transmitter.
As ‘t’ or ‘t’ depends on the amount of information / ‘newness’ introduced, this means that
it will depend on the amount / level of surprise through information received and/or clarity
of the information transmitted and with which the team will have to deal with. Therefore,
by understanding and providing the means to manage the information uncertainty the PM /
Team should be able to manage and reduce the reaction time ‘t’/‘t’. However, because of
the effect of ‘Entropy S’ on information flow ‘t’→0 cannot be true, but it can be managed
to minimise response time ‘t’.
6.1. Further Thoughts in Addition to the Above Points.
In a project, as well as any ‘high level’ system, an event occurs that will tend to affect
performance and therefore push down the underdamped system curve (the performance part).
Therefore, it tends to increase the amplitude ‘A’ of the circular and exponential curves. The
intensity of the effect of the event will depend on:
• The number of complexity characteristics that feed into it (through the respective
processes);
• The importance of these and their effect at the particular point in time;
• What each complexity characteristic is and its dependence on the other characteristics;
• The leading process(es) at that point in time.
13. International Journal of Chaos, Control, Modelling and Simulation (IJCCMS) Vol.9, No.4, December 2020
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Therefore, using concepts from systems controls, complexity and team building methods we can
provide project teams with an approach that will enable them to (a) manage the effects of
complexity and (b) increase project performance in the evanescent project environment.
7. CONCLUSIONS
As part of a wider research on managing complexity in project teams and in order to identify the
effects of socio-organo complexity on project performance five case studies were conducted in
construction projects. The results, for the three sub-processes investigated, proved the inverse
relationship between complexity of interconnections and project performance, the non-linearity
of project management as well as the correlation between the project performance drop and the
theory of underdamped control systems. Replication was established between all five case studies
with some minor variations for the projects in early design and commissioning.
The results indicated a considerable overall average drop in performance as complexity of
interconnections increased significantly. However, the interlinked properties of the characteristics
and those of the reasons for delay did not allow for establishing singularity of results, or
otherwise overcoming the difficulty of identifying singular characteristics as causes of the drop in
performance. Furthermore, the detection of the significant drop in performance is attributed to
the fact that the case studies sought and extracted details that are not reported frequently, or seen
as small issues that will be overcome, otherwise known as ‘the devil is in the detail’.
The results indicate that PMs and their teams currently have no means available to manage the
effects of complexity. Therefore, a requirement is identified for developing a framework that will
enable the management of the effects of complexity through its characteristics. Further work has
been carried out by the author in deciphering and mapping the complexity characteristics to the
project management processes as well as the development of such a framework, which, however,
will not be discussed further in this paper.
As highlighted in the discussion, findings also established links between actions taken under
crisis management and complexity characteristics, which, unknowingly, are used to deliver
successfully projects. Therefore, it is even more profound, as crisis management is not a
sustainable solution, that understanding the effects of complexity and the application of measures
to address its characteristics by project practitioners will enable earlier resolution of issues and
successful delivery of projects.
The level of training and implementation of appropriate actions, when selecting project team
members, structuring the project team and when considering the management style to be adopted,
is also questioned by the results obtained. Therefore, the industry will need to consider improving
the timing of implementation of actions and techniques. Construction organisations, from all
sides, will also need to consider how to improve adjusting of behaviours and speed of response,
reduction of wasted effort and improving acceptance of change in order to minimise the effect of
complexity of interconnections.
In addition, the establishment of correlation between the effects of complexity on project
performance and that of the underdamped systems provides the basis for interlinking solution
modes. By drawing parallels between the two theories and providing possible solutions
practitioners can be armed from the very early stages of the project(s) to manage both the effects
of complexity as well as ensure improved project performance without the need for been in a
continuous crisis management mode.
14. International Journal of Chaos, Control, Modelling and Simulation (IJCCMS) Vol.9, No.4, December 2020
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The findings provide areas for further research in the:
• Applicability of the proposed variables from the underdamped systems and their use for
improving project performance. That is, maximising variable ‘A’ whilst managing damping
ratio ‘‘, using complexity characteristics, and natural frequency ‘‘, through individual /
team characteristics;
• Detailed investigation of complexity characteristics and their use for project management
in crisis management mode.
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AUTHOR’S SHORT BIOGRAPHY
Dimitris has more than 30 years’ experience in Programme and Project Management
positions having covered project phases from concept to handover and operation /
maintenance.
He held Senior Management posts in major utilities, infrastructure and construction
organisations delivering programmes of works ranging from £250M to £3.2Bn.
As Head of Programme Management Office (PMO) he has set up and run the departments within
challenging partnering environments, setting up all the processes from governance to reporting.
He has also led / co-led major business transformation programmes for Client organisations in UK and
abroad integrating project management software tools with ERP systems.
He is the author of the book ‘Demystifying Project Control’; contributed chapters in books on complexity,
leadership and other project management topics and has written a number of journal and conference
papers. He has been a guest speaker at International conferences on various project management topics; he
has lectured the complete project management module for undergraduates and also a guest lecturer to
postgraduate courses at UK Universities.
He was awarded the PhD, from Loughborough University, UK, for his research on the subject of
‘Managing Complexity in Project Teams’.
He is a Fellow of the APM and the Chartered Management Institute (CMI).
Parts of his work can be seen in www.danton-progm.co.uk