MARKETING/MANAGEMENT

Complex Project As A “System” Or “Group Of Integrated Systems”



Complex Project As A “System” Or “Group Of Integrated Systems”

Systems

The manner in which available resources, for instance, labour, are structured, organised and employed strongly influences the outcome of the project (Walker, 2007, p.36), that is, whether or not it results in 'customer delight' (Latham, 1994). Skills and available resources must be organised to create optimum efficiency in order to meet client needs.

A complex project is made up of network clusters (Walker, 2007, p.36)- system of systems and relationships that work independently yet rely on each other to, when integrated, deliver 'customer delight'(Latham, 1994).The systems approach can be defined as activities and networks interconnected through relationships influenced by the nature of activities and responsibilities assigned within the environment in which they occur (Walker, 2007, p.39).

The construction industry realises the necessity in satisfying growing expectations of clients productively and competently (Smyth & Pryke, 2008, p.108). Integration and collaboration derives from ambiguity, interdependence and complexity within the construction industry (Smyth & Pryke, 2008, p.108). Systems' thinking is a problem solving technique with subsystems that combine skills to handle complexity (Hamilton, 2010: A6). Organizations deal with complexity by dissecting a project into diverse layers of integrated subsystems (Davies & Mackenzie, 2013, p.1).

Contingency Theory

The contingency theory states that there is not one suitable method to organise - organisation reflects the complexity of the task and its environment (Walker, 2007, p.40). This theory, stimulated by Lawrence and Lorsch's (1967) study, insists that there are separate networks within a project that require varied levels of integration (Walker, 2007: 40). Therefore, the systems approach is supported here as it emphasizes the concept of a project divided into interdependent tasks. Contingency theory argues that managers act in response to the climate of their organisations when considering a design (Walker, 2007: 42), therefore clearly supports the open system approach. Strategic contingency, however, asserts that although the environment may constrict manager's choices, it does not determine them. However, it is considered that such systems suggest that people's behaviour is predictable; therefore the issue of uncertainty comes to light.

Client objectives are not always prioritised by all contributors, hence increasing the number of groups of tasks elevates this risk. Kapsali (2011: 405), however, discusses that the aim is not to discard the traditional management approach; in fact, she suggests that this method should be re-examined to involve techniques such as equifinality in order to elevate flexibility. The degree of control found in the traditional approach should be flattered by a degree of flexibility (Kapsali, 2011, p.405). In this manner, a balance has been achieved. Yeo (1993: 116-117) supports this statement, concluding that the traditional systems method should be complimented by more flexible techniques. He further states that it is important for systems approach and practice of project management to unite. Selecting and employing the appropriate strategy is crucial to the success of a project (Pryke and Smyth, 2006, p.6).

Interchange between members is encouraged and groups must be allocated appropriately to ensure high ...