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Cost overrun is inherent to project chaos, which is one of the key drivers of project failure. The purpose of this paper is to explore the critical elements of complexity-risk interdependency for cost-chaos in the construction management domain by utilizing a multi-criteria decision model.

A total of 12 complexity and 60 risk attributes are initially identified from the literature and using expert’s judgements. For the development of a structured hierarchy of key complexity and risk drivers, a real-time Delphi process is adopted for recording and evaluating the responses from experts. Afterwards, a pair-wise comparison using analytical network processing is performed to measure complexity-risk interdependencies against cost alternatives.

The findings of the integrated priority decision index (IPDI) suggest that uncertainties related to contingency and escalation costs are the main sources of cost overrun in project drift, along with the key elements such as “the use of innovative technology,” “multiple contracts,” “low advance payment,” “change in design,” “unclear specifications” and “the lack of experience” appear to be more significant to chaos in complexity-risk interdependency network.

This study did not address the uncertainty and vulnerability exit in the judgment process, therefore, this framework can be extended using fuzzy logic to better evaluate the significance of cost-chaos drivers.

These results may assist the management of cost overrun to avoid chaos in a project. The proposed model can be applied within project risk management practices to make better-informed technical decisions in the early phases of the project life cycle where uncertainty is high.

This research addresses the importance of cost overruns as a source of project chaos in dynamic systems where projects reach the edge of chaos and progress stops. A new IPDI index contributes toward evaluating the severity of complexity and risk and their interdependencies which create cost-chaos in infrastructure transport projects.

The purpose of this paper is to analyze the similarities and differences between the Danish rethinking project management (RPM) initiative named Project Half Double (PHD) and the RPM research stream. The paper furthermore discusses how PHD and RPM can inspire each other in research and practice.

This is an empirical paper based on collaborative research between industry and researchers. PHD has developed principles and practices driven by industry consisting of ten leading stars and the impact, leadership and flow (ILF) method. The ten leading stars and ILF method are compared to RPM research. The comparative analysis is then used in a broader discussion about how the research-driven RPM initiative can enrich the industry-driven PHD initiative and vice versa depicted in a theoretical understanding of translations between global ideas and local implementations.

RPM and PHD share a focus on value creation, social processes, learning and complexity while PHD also focusses on lean thinking, agile thinking, front-end loading and leadership, which are largely topics beyond the RPM research stream.

The paper presents how stakeholders from Danish industry interpret the actuality in projects and how they want to move forward with a radically different project paradigm. This is expressed in the ten leading stars and ILF method, which is compared and contrasted to the existing RPM literature providing a foundation for further development of both RPM and PHD.

The purpose of this chapter is to introduce library and information science professionals to the idea of combining the tools and techniques of project management and change management to support the success of their projects. Combining these two methodologies can assist professionals not only in carrying out their projects efficiently, helping them to meet project objectives, but can also increase the likelihood that their project objectives will be accepted by their organizations.

This chapter provides an overview of project management and change management methodologies with numerous examples from academic and practitioner literature and supplements them with concrete, specific examples of how these tools and techniques were implemented in an information management project.

This chapter contributes to the development of change management and project management competencies for librarians by providing explanations of project management and change management which include advice and evidence from the literature combined with examples of how these techniques and processes were applied in a library and information management project. This chapter should therefore serve as an educational tool for library and information management practitioners seeking either to develop their project management and change management skills or to apply these techniques to their own projects.

Articles which combine project management and change management methodologies are rare. This chapter takes these concepts and applies them in a library and information management setting in a way that should be practical and approachable to library and information science practitioners.

The purpose of this paper is to present the key findings of a doctoral thesis aimed at exploring how multi‐project companies reconcile order (efficiency, control, clarity) and chaos (creativity, trust, uncertainty, ambiguity).

The research was focused on multi‐project firms in general and CoPS (Complex Products and Systems) producers in particular (companies involved usually as main contractors in construction and engineering projects). It followed three phases: Exploratory phase (literature review and interviews), Conceptualisation phase (abductive elaboration of the model based on field and longitudinal studies in a multi‐project firm), and Validation phase (deductive validation of the model through multi‐case study).

The thesis proposes a model to map order and chaos of companies, departments, projects or people based on the complexity faced by the tasks and the flexibility of the organizational structure to deal with it. The analysis of how departments moved in this map led to several findings, such as in the case of mis‐balance, higher flexibility is preferable to excessive control.

The model provides project practitioners with a tool to evaluate and make sense of the degree of necessary project flexibility, and how this can and should change across the project and disciplines.

This paper assists practitioners and academics to reflect on organisational structures of multi‐project companies, how these vary over time and how to avoid the bureaucratisation or the chaotification of structures.

Documents a complex responsive process of profound organizational change taking place in a Dutch capital‐equipment manufacturing firm over a two‐year period beginning in September 1999. The primary focus of the initiative was on the transformation and development of the firm’s organizational mind – its “orgmind”. Although the company had an extensive history of system renewal activities, an evaluation of a decade of organization development efforts revealed that the “exterior” aspects of the system, e.g. tasks, structures, processes, tools, technology, etc., had received the bulk of attention. In contrast, the firm’s “interior”, consisting of such imperceptible qualities as the thoughts, beliefs, feelings and images held in the “mind” of the system, had been virtually ignored.

The purpose of this study is to outline a process-oriented psychology informed view of the impact of ever-increasing acuity within an adult inpatient system and conceptualise how an integrated therapies team (ITT) can work with the chaos that this brings.

A reflective scientist-practitioner based approach was used over a two-year period.

Several factors lead to “chaos” in an inpatient unit, including societal inequality, the trauma and adversity it creates and the impact of this at a systemic, interpersonal and intrapersonal level. Chaos is one means of coping and can dominate inpatient working, whereas understanding the underlying distress is often marginalised. Developing an ITT can support working with chaos. The ITT holds the therapeutic perspective for the wider multi-disciplinary team (MDT) and therapeutic and facilitation skills are central to how it operates. Processing the chaos and working with the underlying distress is its overarching function.

Developing an ITT offers a robust structure for evolving inpatient MDT working to cope with increasing acuity in a psychologically informed way.

The chaos in question is often viewed as patients’ issue but from a collectivist perspective it is something that all members of society are responsible for.

To the best of the authors’ knowledge, this is the first paper to conceptualise the chaos on an inpatient ward as a process needed by the system as a way of coping and propose the addition of an ITT to inpatient working.

This paper aims to explore a case study example of the decision‐making process that occurs within complex organizations. It exposes a murky “zone” of decision making and action between the strategic vision set by senior management and the work of teams to realise projects.

A case study from the experience of one of the authors is used to illustrate the activities in this “zone”. The lessons from the case study are supported by emerging project management and general management literature. The paper is exploratory in nature and the case study used provides a useful vehicle for reflection and sensemaking.

The “zone” is metaphorically described as a highly complex and dynamic organism. Operating in the “zone” requires agility and an understanding of both the project and the organizational environment to cope with the demands of its chaotic nature. The paper's conclusions indicate that the traditional command‐and‐control management style is counter‐productive in today's organizations.

Key implications include the need for project managers and their teams to be politically astute and sensitive to the needs and pressures of a wide range of project stakeholders. A methodology and tool for visualising the influence of stakeholders can be of considerable use and a flexible style of decision making is necessary to manage within the inherent uncertainty, complexity and chaos found in projects and organizations like the one illustrated by the case study.

Shows that a paradigm shift in management thinking is needed to succeed in managing projects and their teams within the turbulent environment of a modern matrix organization.

The purpose of this paper is to quantify the evolutionary mechanism of coronavirus disease 2019 (COVID-19) impact on international construction multi-projects.

From three concepts of complexity, stressor and detractor risks, a multi-project simulation model under COVID-19 outbreak is proposed to study the characteristics of contingency with three peaks of ordered and disordered states. Specially, COVID-19 brings forth mitigation fee, epidemic prevention fee, holdup fee and schedule delay fee of multi-projects. By integrating parametric model, Monte Carlo and chaos theory, a comparative analysis of its contingency with or without COVID-19 is conducted. Summarizing the simulated results, their total contingencies at certain risk tolerance are obtained at two status of static at one-time point and dynamic over time. Meanwhile, some major risks including detractors, complexities and stressors are screened out for mitigation, especially for epidemic prevention and control. Eventually, the real case is illustrated to demonstrate its validity.

It provides a quantitative analysis framework for the impact of epidemic, a once-in-a-century black swan event with a long tail, on construction multi-projects.

It conduct an effective model to quantify impacts of COVID-19 on international construction multi-projects for implementing effective counter-measures, which lay foundation for claims among different stakeholders.

The term of detractor risk is applied to describe COVID-19 and quantify its impact upon international construction multi-projects. Further, a hybrid model by integrating parametric model and Monte Carlo in type I/II model is proposed to simulate their contingencies at disordered states. Finally, the simulated outcomes of these models are used to guide effective risk control to meet the requirements by the client.

Introduces a new model of the “management of innovation” process, especially as it applies to the complex environment of engineering based new product development programmes. A review of previous attempts at modelling the management of innovation concludes that such models are becoming inadequate in view of the increasing complexity and changing conditions now influencing the innovation process. Addresses the question “can innovation be managed?” by looking in detail at the innovation process. Uses current ideas on managing complexity and chaotic systems to develop a recursive model, which, from its wedge‐like shape, is termed a “sphenomorph”. A hierarchical collection of sphenomorphs combine to form a complete innovation process. Further, each sphenomorph comprises four distinct stages, each requiring a different management style for success. Considers the need for adaptive managers, capable of dealing with all four stages of the innovation process, and reviews methods whereby such management characteristics may be identified and encouraged through appropriate training and development.

The purpose of this paper is to provide insights about the approaches and techniques of professionals that nowadays are designing Digital Products and Services (DPS) in the European agriculture. The emphasis is paid on the integration of end-users and participatory approaches such as agile, considering its current influence.

A survey was conducted to professionals of businesses and entities from 14 European countries. A balanced sample of replies was achieved between private–public background, size of the business or experience of experts. Afterwards, the collection of answers and the opinions of professionals were compared with the state of the art referred in the literature. It allowed checking its soundness and critically discusses the results.

From the raw analysis of responses, professionals show awareness about the importance of end-user involvement and they are eager to incorporate innovative farmers and early adopters to collect the best requirements for products and services. They also declare knowledge and uptake in their companies of new approaches, such as agile. Confronting results with literature, the discussion highlights some inconsistencies and possibilities for leveraging. Types of end-users considered should be enlarged. Their superficial participation must also be avoided.

There is a lack of research on procedures for projects in agro-food sector. Due to the momentum in the digital transformation of agriculture, there are many project teams working in developing DPS and are relevant to discuss about proper methodologies for improving success.