Dr Maria Kapsali

Systems Thinking in Innovation Project Management: a match that works

SIG: PROJECT ORGANIZING TRACK 19: Project Futures - in Research and Practice

1. Theory

2. Evidence

3. Recommendations

Outline Research Questions

1. Why are conventional PM methods not effective to manage innovation projects?

2. What can we improve?

3. How can we apply Systems Thinking concepts? Which are the obstacles to do this? Which is the way to do this?

Theory 1. Why are conventional PM methods not effective to manage innovation projects?

Conventional project management methodologies are not adequate tools to manage the serendipitous, evolutionary and experimental nature of innovation projects

Because Overemphasis on operational control and lack of flexibility to manage relations and operational change not suitable for non-linear processes

Because

Conventional methodologies result in a closed systems mentality where the influences from the environment are locked in due to the hard boundaries of the system

Because Conventional methodologies were designed to manage linear activities in engineering and construction projects

Evidence 12 Multiple Embedded Case studies

12 embedded multiple case studies (3 EARSS and 9 eTEN projects). 9

Within and cross-case comparative analysis.

Evidence 12 Multiple Embedded Case studies Focus of analysis: 1. Project Management Tasks – as planning, communicating

and task control-coordination

2. The results of the projects (outcomes like the rate of deployment and operationalization of the technology)

3. Changes and change management (Nature of changes in the plans and activities, Dealing with change issues , Priority of project performance objectives)

4. The link between tasks- change management- results (Elements to be developed in their projects – flexibility-dependability- relations-other)

Evidence 12 Multiple Embedded Case studies

EARSS • Systemic Project

Management – Manage relationships to

satisfy stakeholders and achieve as many of the objectives as possible – compromise - calibrate

– Flexibility to make decisions according to circumstances

eTEN • Normative Project

Management – Manage the process in

order to satisfy the main stakeholder at the expense of the project goals

– Limits the project manager as a leader

Outcome over Process Process over Outcome

Evidence 2. What can we improve?

Evidence from the case studies reveal that the when the constructs of causal connectedness to manage external relations and equifinality to manage operational change are the most successful to be embedded in managerial practice

When project practices (plan, communications and control activities) are built upon Systems Thinking constructs the projects achieve goals better

Recommendations 3. How can we apply these Systems Thinking concepts?

Equifinality can be studied through flexibility - the slack given to activities in terms of resources and action to change in an agile way

Causal connectedness has to be studied through the dynamic interactions and boundary management embedded in the relations between systemic actors

Recommendations 3. Which are the obstacles to do this?

Reasons for that are the insufficient definition and analysis of the issues of holism, flexibility and causality that are the basis of Systems constructs like causal connectedness and equifinality.

Systems Thinking constructs are difficult to be built in project practices-activities because of their over generalized nature that makes them difficult to operationalize and measure

Recommendations 3. Which are the obstacles to do this?

The application of open Systems Thinking constructs in empirical studies is inhibited by the lack of metrics that are easily operationalisable and measurable.

Different perspectives suffer from lack of consensus on measures, factors of success and research analysis units.

Recommendations 3. Which is the way to do this?

Project boundary relations and operational activities should be the target of new research projects

Conventional methodologies should be infused with ST constracts to achieve more flexible and responsive operations to alter practices

Study holism, flexibility and causality as they are applied in operational activities and relations in projects

© Imperial College Business School

Thank you for your attention

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