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Managing Project Transformation in a Complex Context
Author(s) -
Holmquist Mats
Publication year - 2007
Publication title -
creativity and innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.148
H-Index - 60
eISSN - 1467-8691
pISSN - 0963-1690
DOI - 10.1111/j.1467-8691.2007.00416.x
Subject(s) - formative assessment , context (archaeology) , process (computing) , process management , computer science , knowledge management , project management , management science , business , psychology , mathematics education , engineering , systems engineering , paleontology , biology , operating system
Complex projects are often undertaken in uncertain situations in which project participants who adopt a rational‐oriented strategy tend to face difficulties in adapting and adjusting to changes that occur during the project. In this context a process‐oriented strategy, although difficult to manage, can be a better way to handle project transformation. Collective learning then becomes crucial. This article describes some lessons learned when a project manager and team applied a process‐oriented strategy in a complex project. Data has been collected through interactive research and evaluation with different methods including surveys, observations and interviews. The analysis shows that it is possible to organize for learning and to manage transformation in a complex context. Important factors for success are a process‐oriented strategy, a creative climate, formative evaluation and systematic reflections. A major issue that is discussed in the article is the transfer of outcomes from the project to the participating organizations.