Strategic Management of Projects and Management of Dynamic Systems: An Attempt to Model Development Dynamics
Daniel, Pierre
Strategic Management of Projects and Management of Dynamic Systems: An Attempt to Model Development Dynamics - 2010.
22
Projects, in contrast with operations, are non-repetitive and unstable activities, which are handled in managerial "universes" with specific rules. The statistically unstable character of complex projects requires reconsidering the concepts of prediction, statistical forecast, strategic planning, and managerial control. Managing high complexity projects requires a better scientific understanding of growth-oriented entrepreneurial phenomena. Learning how to describe and control the organizational activities that are sources of change in organizations are central business goals. This paper presents an operational language and a modeling approach aimed at describing organizational and managerial dynamics within situations of growth and complexity. JEL codes: D21, M13, M21, O22, O32
Strategic Management of Projects and Management of Dynamic Systems: An Attempt to Model Development Dynamics - 2010.
22
Projects, in contrast with operations, are non-repetitive and unstable activities, which are handled in managerial "universes" with specific rules. The statistically unstable character of complex projects requires reconsidering the concepts of prediction, statistical forecast, strategic planning, and managerial control. Managing high complexity projects requires a better scientific understanding of growth-oriented entrepreneurial phenomena. Learning how to describe and control the organizational activities that are sources of change in organizations are central business goals. This paper presents an operational language and a modeling approach aimed at describing organizational and managerial dynamics within situations of growth and complexity. JEL codes: D21, M13, M21, O22, O32
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