The paradoxes of project management - Revision history

ChristianBF: /* The link between complexity in project and paradoxes of project management */

2023-05-09T21:53:20Z

The link between complexity in project and paradoxes of project management

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	===The link between complexity in project and paradoxes of project management===		===The link between complexity in project and paradoxes of project management===
	As previously mentioned in the article, larger projects tend to be more complex, which can pose challenges for project management. Increased complexity often leads to greater difficulty in managing the project, resulting in a higher number of paradoxes that project managers must navigate.		As previously mentioned in the article, larger projects tend to be more complex, which can pose challenges for project management. Increased complexity often leads to greater difficulty in managing the project, resulting in a higher number of paradoxes that project managers must navigate. Therefor it is especially interesting to consider paradoxes of project management when dealing with a larger project.

	==12 paradoxes==		==12 paradoxes==

ChristianBF: /* Complexity in project management */

2023-05-09T21:51:54Z

Complexity in project management

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	A PMI approach to complexity		A PMI approach to complexity

	The PMI institute defines complexity in project management as "the degree to which a project involves uncertainty, ambiguity, and unpredictability"<ref>PMBOK®, The Project Management Institute 2021</ref>		The PMI institute defines complexity in project management as "the degree to which a project involves uncertainty, ambiguity, and unpredictability"<ref> (PMBOK®, The Project Management Institute 7th edition 2021 page 7-8) </ref>

	~~(PMBOK® Guide, 7th edition, p. 7-8).~~ PMI defines various factors that have influence on the project’s complexity. These are the project's size, technological aspects, organizational structure, stakeholder dynamics, and external influences. Projects that are complex are those that involve multiple variables, dependencies, and interrelationships, and are often characterized by high levels of uncertainty and ambiguity. Furthermore, to manage projects with high complexity, it is necessary to have an experienced project manager, who can navigate the high level of uncertainty and ambiguity by applying the right knowledge, strategies and tools to mitigate the risk associated with complexity.		PMI defines various factors that have influence on the project’s complexity. These are the project's size, technological aspects, organizational structure, stakeholder dynamics, and external influences. Projects that are complex are those that involve multiple variables, dependencies, and interrelationships, and are often characterized by high levels of uncertainty and ambiguity. Furthermore, to manage projects with high complexity, it is necessary to have an experienced project manager, who can navigate the high level of uncertainty and ambiguity by applying the right knowledge, strategies and tools to mitigate the risk associated with complexity.

	===The link between complexity in project and paradoxes of project management===		===The link between complexity in project and paradoxes of project management===

ChristianBF: /* Complexity in project management */

2023-05-09T21:50:42Z

Complexity in project management

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	A PMI approach to complexity		A PMI approach to complexity

	The PMI institute defines complexity in project management as "the degree to which a project involves uncertainty, ambiguity, and unpredictability"<ref>PMBOK®, The Project Management Institute 2021)</ref>		The PMI institute defines complexity in project management as "the degree to which a project involves uncertainty, ambiguity, and unpredictability"<ref>PMBOK®, The Project Management Institute 2021</ref>

	(PMBOK® Guide, 7th edition, p. 7-8). PMI defines various factors that have influence on the project’s complexity. These are the project's size, technological aspects, organizational structure, stakeholder dynamics, and external influences. Projects that are complex are those that involve multiple variables, dependencies, and interrelationships, and are often characterized by high levels of uncertainty and ambiguity. Furthermore, to manage projects with high complexity, it is necessary to have an experienced project manager, who can navigate the high level of uncertainty and ambiguity by applying the right knowledge, strategies and tools to mitigate the risk associated with complexity.		(PMBOK® Guide, 7th edition, p. 7-8). PMI defines various factors that have influence on the project’s complexity. These are the project's size, technological aspects, organizational structure, stakeholder dynamics, and external influences. Projects that are complex are those that involve multiple variables, dependencies, and interrelationships, and are often characterized by high levels of uncertainty and ambiguity. Furthermore, to manage projects with high complexity, it is necessary to have an experienced project manager, who can navigate the high level of uncertainty and ambiguity by applying the right knowledge, strategies and tools to mitigate the risk associated with complexity.

ChristianBF: /* What is a paradox? */

2023-05-09T21:50:21Z

What is a paradox?

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 Paradox of project management is a phenomenon within project management that has two or more opposite features that are contradictory. project managers have a complex job to do. And bringing the project to achievement is a difficult task since the project manager needs to navigate conflicting interests, manage trade-offs, and balance competing priorities to achieve project objectives. It is within this complexity, that the project manager encounters the many paradoxes of project management. An example is the paradox of result vs. control. According to Englund, Randall L. <ref>https://www.pmi.org/learning/library/control-results-manage-paradox-6984</ref> you can either have control or get results. Controlling the project members and their progress tightly, kills the individual feeling of ownership and innovation.
 There lays a great opportunity for project management in identifying paradoxes that can arise. Since paradoxical tensions within organizations can both amplify and hinder organizational outcomes, depending on how effectively they are identified and managed. <ref>C. Andriopoulos, M.W. Lewis, Managing innovation paradoxes: Ambidexterity lessons from leading product design companies, (2010), pp. 104-122)</ref>. It is from the understanding of paradoxes in project management, that the project manager can identify the paradoxes and create interventions that to manage the paradoxes <ref>Surfacing and responding paradoxes in megascale projects, Anna Wiewiora, Kevin C. Desouza, Published in the International Journal of Project Management April 2022</ref>.
 ==12 paradoxes==

ChristianBF: /* The Big Idea: Why understand paradoxes of project management? */

2023-05-09T21:43:34Z

The Big Idea: Why understand paradoxes of project management?

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	==The Big Idea: Why understand paradoxes of project management?==		==The Big Idea: Why understand paradoxes of project management?==

	Why is understanding the paradoxes of project management useful? Project management is a very complex discipline. As a Project manager your goal is to deliver a satisfying project. But if the project is not scoped right, this can be impossible. The well-known project triangle presents a trilemma. But this is also a paradox. You cannot have both high quality, low cost, and short execution period. The three pillars of the model are both contradictory and dependent. To be aware of the paradoxes you are faced with helps you navigate the complex environment and enhance your change of delivering a satisfying project. <ref>http://wiki.doing-projects.org/index.php/Iron_triangle - The iron triangle)</ref> <ref>~~PMBOK® Guide~~, ~~7th edition page 7~~-~~8, Project Management Institute 2021~~</ref> As already stated, it is important to understand the paradoxes that can arise during complex projects in order to better deal with them. Therefor this article seeks to investigate different paradoxes an how to deal with them.		Why is understanding the paradoxes of project management useful? Project management is a very complex discipline. As a Project manager your goal is to deliver a satisfying project. But if the project is not scoped right, this can be impossible. The well-known project triangle presents a trilemma. But this is also a paradox. You cannot have both high quality, low cost, and short execution period. The three pillars of the model are both contradictory and dependent. To be aware of the paradoxes you are faced with helps you navigate the complex environment and enhance your change of delivering a satisfying project. <ref>http://wiki.doing-projects.org/index.php/Iron_triangle - The iron triangle)</ref> <ref name="complexity_slides_2"> Thuesen, Christian (2023), DTU ProjectLab, Complexity Slides (12-19). </ref> As already stated, it is important to understand the paradoxes that can arise during complex projects in order to better deal with them. Therefor this article seeks to investigate different paradoxes an how to deal with them.

	===Structure of the article===		===Structure of the article===

ChristianBF: /* Limitations */

2023-05-09T21:13:11Z

Limitations

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	==Limitations==		==Limitations==
	The body of this article makes use of the literature review 'Surfacing and responding to paradoxes in megascale projects.' This review is based on the extensive analysis of 23 papers that explicitly or implicitly deal with paradoxes in highly complex projects. The method of selecting the papers that discuss the paradoxes has a relatively objective selection approach with a quantitative analysis of words. However, when describing the paradoxes, there seems to be some inconsistency. Three of the fifteen paradoxes presented in the review have been discarded due to insufficient description in the main paper. Generally, there appears to be some inconsistency in the descriptions of the paper, which to some extent questions the overall quality of the literature review and is therefore part of the limitations section.		The body of this article makes use of the literature review "Surfacing and responding to paradoxes in megascale projects". This review is based on the extensive analysis of 23 papers that explicitly or implicitly deal with paradoxes in highly complex projects. The method of selecting the papers that discuss the paradoxes has a relatively objective selection approach with a quantitative analysis of words. However, when describing the paradoxes, there seems to be some inconsistency. Three of the fifteen paradoxes presented in the review have been discarded due to insufficient description in the main paper. Generally, there appears to be some inconsistency in the descriptions of the paper, which to some extent questions the overall quality of the literature review and is therefore part of the limitations section.

	Additionally, there is a lack of precise description of how to deal with the different paradoxes in this article. Instead, three general and one specific approach are suggested. This potentially limits the complete applicability of this article as it is not a how-to guide but rather an article that seeks to create awareness of project management paradoxes.		Additionally, there is a lack of precise description of how to deal with the different paradoxes in this article. Instead, three general and one specific approach are suggested. This potentially limits the complete applicability of this article as it is not a how-to guide but rather an article that seeks to create awareness of project management paradoxes.

	Further more, there are still many unidentified paradoxes that is not encompassed in this article. A last remark of this article is that it does not deal with different levels of complexity that might have an effect on the paradoxes.		Further more, there are still many unidentified paradoxes that is not encompassed in this article.
			A last remark of this article is that it does not deal with different levels of complexity that might have an effect on the paradoxes.

	==Annotated bibliography==		==Annotated bibliography==

ChristianBF: /* General and specific approaches on how to deal with paradoxes */

2023-05-09T21:12:27Z

General and specific approaches on how to deal with paradoxes

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	The separative approach involves separating two competing extremes, either temporarily or physically, to allow both extremes to coexist. Temporal separation involves emphasizing one extreme over the other in different phases of the project, while spatial separation involves emphasizing one extreme over the other in different parts of the project.		The separative approach involves separating two competing extremes, either temporarily or physically, to allow both extremes to coexist. Temporal separation involves emphasizing one extreme over the other in different phases of the project, while spatial separation involves emphasizing one extreme over the other in different parts of the project.

	The decision paradox is an example of a paradox where the separation approach can be used. Sometimes the decision-maker needs divergent decision-making, other times convergent decision-making is the most appropriate. The convergent approach can be used when there is urgency in making a decision. In contrast the divergent approach can be used when the decision-maker needs to make informed decisions that take different viewpoints into account. The separation approach can be effective when one extreme of the paradox is likely to bring positive outcomes in a specific temporal or spatial dimension.		The decision paradox is an example of a paradox where the separation approach can be used. Sometimes the decision-maker needs divergent decision-making, other times convergent decision-making is the most appropriate. The convergent approach can be used when there is urgency in making a decision. In contrast the divergent approach can be used when the decision-maker needs to make informed decisions that take different viewpoints into account. The separation approach can be effective when one extreme of the paradox is likely to bring positive outcomes in a specific temporal or spatial dimension.

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	'''Early stakeholder management'''		'''Early stakeholder management'''

	Early stakeholder management is an approach that involves involving stakeholders in the decision-making process early on in the project. This approach helps in dealing with paradoxical tensions that may arise during the project. By involving stakeholders early on, their input and discussions can take place~~, and this~~ may lead to the co-creation of a new solution that is more likely to be accepted by all. ~~This~~ approach is ~~particularly~~ relevant when dealing with the stakeholder paradox and decision-making paradox~~. Involving~~ a broad range of stakeholders early in the project allows for diverse information and knowledge creation to help manage uncertainty about the project and agree on the most effective solution design and choices of concept. Furthermore, early stakeholder involvement is relevant when dealing with the identity paradox. By engaging with project stakeholders early on, it can help in dealing with the identity paradox of belonging to the project and creating a new identity versus retaining identities of the different partnering organizations.		Early stakeholder management is an approach that involves involving stakeholders in the decision-making process early on in the project. This approach helps in dealing with paradoxical tensions that may arise during the project. By involving stakeholders early on, their input and discussions can take place. This may lead to the co-creation of a new solution that is more likely to be accepted by all.
			The approach is relevant when dealing with the stakeholder paradox and decision-making paradox, where a broad range of stakeholders early in the project allows for diverse information and knowledge creation, to help manage uncertainty about the project and agree on the most effective solution design and choices of concept. Furthermore, early stakeholder involvement is relevant when dealing with the identity paradox. By engaging with project stakeholders early on, it can help in dealing with the identity paradox of belonging to the project and creating a new identity versus retaining identities of the different partnering organizations.

	==Limitations==		==Limitations==

ChristianBF: /* General and specific approaches on how to deal with paradoxes */

2023-05-09T20:58:28Z

General and specific approaches on how to deal with paradoxes

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	Lack of project identity can create conflicts within a team when working on a project involving participants from different organizations with different values and ways of working. Therefore, it is important to construct a project identity. However, it needs to be done in a balanced way. Having a strong project identity can lead to sub-optimal outcomes, such as neglecting organizational strategic directions or failing to recognize red flags in the project. But having a weak project identity is also not favorable. A weak project identity can lead to to low commitment and a reduced sense of belonging. This can potentially result in lack of commitment and poor performance. Thus, lowering the likelihood of project success.		Lack of project identity can create conflicts within a team when working on a project involving participants from different organizations with different values and ways of working. Therefore, it is important to construct a project identity. However, it needs to be done in a balanced way. Having a strong project identity can lead to sub-optimal outcomes, such as neglecting organizational strategic directions or failing to recognize red flags in the project. But having a weak project identity is also not favorable. A weak project identity can lead to to low commitment and a reduced sense of belonging. This can potentially result in lack of commitment and poor performance. Thus, lowering the likelihood of project success.

	===General and specific approaches on how to deal with paradoxes===		==General and specific approaches on how to deal with paradoxes==
	Research has identified three general approaches to dealing with paradoxes based on review of 16 papers covering the topic. These approaches are unity approach, separation approach and adaptive mindset. Additionally other more specific approaches have also been identified for dealing with specific paradoxes. This article mainly focuses on the approach on how to deal with the stakeholder management paradox.		Research has identified three general approaches to dealing with paradoxes based on review of 16 papers covering the topic. These approaches are unity approach, separation approach and adaptive mindset. Additionally other more specific approaches have also been identified for dealing with specific paradoxes. This article mainly focuses on the approach on how to deal with the stakeholder management paradox.

ChristianBF: /* Related wiki-articles */

2023-05-09T20:52:28Z

Related wiki-articles

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	'''The paradox of project planning from an uncertainty perspective''' <ref>http://wiki.doing-projects.org/index.php/The_paradox_of_project_planning_from_an_uncertainty_perspective#cite_note-Management_Square-4 - The paradox of project planning from an uncertainty perspective</ref>		'''The paradox of project planning from an uncertainty perspective''' <ref>http://wiki.doing-projects.org/index.php/The_paradox_of_project_planning_from_an_uncertainty_perspective#cite_note-Management_Square-4 - The paradox of project planning from an uncertainty perspective</ref>

	This article discusses the paradox of project planning, which is characterized by the uncertainty and risk associated with early-stage decision making in a project. It explains that decisions made in the early stages are crucial for defining a clear schedule and keeping the project on track, but there is limited knowledge available at that time~~, which~~ creates a paradox. The article highlights the importance of addressing this paradox for the success of project management.		This article discusses the paradox of project planning, which is characterized by the uncertainty and risk associated with early-stage decision making in a project. It explains that decisions made in the early stages are crucial for defining a clear schedule and keeping the project on track, but there is limited knowledge available at that time. This creates a paradox. The article highlights the importance of addressing this paradox for the success of project management.

	== References ==		== References ==
	<References/>		<References/>

ChristianBF: /* Annotated bibliography */

2023-05-09T20:51:30Z

Annotated bibliography

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	''Surfacing and responding paradoxes in megascale projects'' - This paper investigates paradoxical tension that can arise in megaprojects and approaches to manage them. This can bring lots of benefits, but the paradoxes are also difficult to manage because they involve many different people and ideas. The paper talks about how these megaprojects often have opposite ideas that need to be balanced. Then the paper suggests approaches on how to deal with the paradoxes and finally, the paper suggests ideas for future research on this topic.		''Surfacing and responding paradoxes in megascale projects'' - This paper investigates paradoxical tension that can arise in megaprojects and approaches to manage them. This can bring lots of benefits, but the paradoxes are also difficult to manage because they involve many different people and ideas. The paper talks about how these megaprojects often have opposite ideas that need to be balanced. Then the paper suggests approaches on how to deal with the paradoxes and finally, the paper suggests ideas for future research on this topic.

	''Control or results? How to manage the paradox and achieve greater project results'' - This conference paper discusses the trade-off between control and results in project management, and how they can sometimes conflict at a ~~point of~~ paradox. It explores the nature of paradoxes and provides recommendations for managing them to ~~achieve~~ better project results.		''Control or results? How to manage the paradox and achieve greater project results'' - This conference paper discusses the trade-off between control and results in project management, and how they can sometimes conflict resulting in a paradox. It explores the nature of paradoxes and provides recommendations for managing them to gain better project results.

	==Related wiki-articles==		==Related wiki-articles==