Carver And Maylor Structural And Dynamic Complexity

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Carver And Maylor Structural And Dynamic Complexity

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Carver And Maylor Structural And Dynamic Complexity

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What do you conclude from Carver’s and Maylor’s analogy? And, what on earth do Carver and Maylor mean by structural and dynamic complexity?

Answer:

Introduction:
The purpose of this report is to conclude the ideas and innovation presented by the author to solve the complex managerial problems. The focus should be given on the implication of MODEST model which is used for analysing the facts of project mission, project deliverables, and stakeholders.
Description
The facts and figures collected from different sources that most of the project fails in meeting their objectives due to the poor management of programs, procedures, and processes. The resolution should be created to solve the complexity of the managerial efforts which are established by the project manager to achieve the project objective (Anantmula, and Vittal, 2008). The dimensions which are responsible for the structural complexity of the project are project objectives, mission, rule of uncertainty, processes, resources used, stakeholder management system, and project staff (Vartiainen and Pirhonen, 2015). The dynamic complexity can be measured in terms of restructuring of the project activities, reforming the project requirement, change in the project methodology, and stakeholder engagement plan (Munns, and Bjeirmi, 2016).
Modest Model
The MODEST model is developed for solving the project complexities which focuses on analysing the mission, organization, delivery, stakeholders, and team management.

Comprehensive Model
The comprehensive model is used for scaling the complexities by applying the principles of uncertainty. In this phase, the procedures and processes undertaken for accomplishing the tasks are reviewed to minimise the risks associated with the projects.
Usefulness
The challenges faced in the project are useful for analysing the complexities and risks associated in the dynamic factors such as change in the number of employees, project objective, mission, or goal, and others.
The dynamic and structural characteristics are categorised into four types which are classified as temporality, interactive, position in WBS, and Subjective. The complexities of the project is measured on the basis of time required for running the project, efforts required for completing the tasks, fulfilling the requirement of the task manager, and others (Nair, Suma, and Kumar, 2011).
Taking an example of the flying of the Aircraft, the author wants to explain the structural and dynamic factors in contrast to the project management in the organization. The focus is given on two types of flight which are controlled flights and uncontrolled flights. In controlled flights, the procedures of air traffic control policies are drawn for ensuring the tracking and monitoring of the procedures used by the air pilot to avoid collision. The analogy of the flights is based on rules and standard programs which are coordinated for avoiding collision. The uncontrolled flights are based on visual flights rules in which the automatic decision are taken. In light traffic of aircraft, it is good for managing the flight. The four generic type of flight analogy are used for defining the structural and dynamic complexity of the project.
The Type A analogy is based on civil pilot who is working on the planned schedule of the flight. The focus of the pilot is to reach to its destination within the scheduled time. On comparing it with project, it can be said that the project manager carries out his work according to the schedule time, budget, and cost (Davies, Crawford, Patton, Stevens, and Williams, 2011). He focuses on completing the project within the prescribed timeline of the project as in the planned schedule. It helps in overcoming the risks associated with the project proactively.
The Type B analogy is based on air traffic controller who is responsible for managing the correlation between various projects. The air traffic controller is responsible for managing the congestion in the air to avoid the risks of accidents and conflicts. On comparing it with the projects, it can be seen that it is the task of the project controller to monitor the working of the different projects simultaneously so as to complete the project within time and cost and helps in avoiding the chance of project delay.
The type C analogy is based on fighter pilot whose aim is clear to achieve the target. On comparing it with project, the strategic and tactical plan should be developed according to the goal of the project.
The Type D analogy is based on war-room commander who is responsible for analysing the presence of the enemy air crafts. On comparing it with projects, the role of market analyst and risks manager is to analyse the presence of competition in the global world which can adversely affect the profit of the company. The dynamic changes in the global world in terms of trends and technologies should be analysed for updating the project requirement accordingly.
Conclusion
It can be concluded that the 80% of the project are completed on adopting the analogy of the air-flights. The role of the project manager is to make clear its aim and objectives so as to develop the project schedule, time-line, and cost estimation plan. The examples of flying strategies are used for explaining the functioning of the project plan.

References
Anantmula, and Vittal, S (2008). The role of technology in the project manager performance model. International journal of project management, 39(1), pp. 34-48. Retrieved from https://www.pmi.org/learning/library/technology-project-manager-performance-model-5586
Davies, T., Crawford, L., Patton, J., Stevens, C., and Williams, T (2011). Aspect of complexity: Managing projects in a complex world. 1st ed. Retrieved from https://www.pmi.org/learning/academic-research/aspects-of-complexity-managing-projects-in-a-complex-world
Munns, A., and Bjeirmi, B. (2016). The role of project manager in achieving project success. International journal of project management. Retrieved from https://notendur.hi.is/vio1/The_role_of_project_management_in_achieving_project_success.pdf
Nair, T., Suma, V., and Kumar, N. (2011). An analytical approach of project managers in effective defect management in software process. International conference in software engineering. Retrieved from https://arxiv.org/ftp/arxiv/papers/1203/1203.6439.pdf
Vartiainen, T., and Pirhonen, M. (2015). How is project success affected by replacing the project manager?. International journal of Advances in information system development, pp. 397-407. Retrieved from https://link.springer.com/chapter/10.1007/978-0-387-70802-7_33

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