Dynamic Complexity In Four Flying Project Managers

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Dynamic Complexity In Four Flying Project Managers

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Dynamic Complexity In Four Flying Project Managers

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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:

What do you conclude from Carver’s and Maylor’s analogy?
Carver and Maylor have provided several insights related to project management and their roles. It can be concluded from their analogies that a human being who has a rational and logical mind and who is able to think analytically would never choose the profession of project manager. The activities of project management are difficult to perform and they require a thorough understanding of every phase of the project (Kerzner & Kerzner, 2017). Hence, a human being who has a critical thinking ability would never select a career option like project management. However, this is not really the case in the practical scenario. It is observed that the popularity of this profession is increasing at a fast rate and more and more individuals are becoming interested in this profession of management. The reason behind this increasing inclination towards project management is unknown and Carver and Maylor have tried to identify those reasons and they have also made parallel discussion about the profession of pilots to bring an analogy between these two professions. After the studying the flying analogy, it can further be depicted that, more and more individuals are getting interested in the flying techniques and the number of commercial pilots are also increasing (Turner, 2014). As a result to this, the sky is becoming more and more and populated and the risk of accidents is increasing at a faster rate. And Carver and Maylor have further stated that to avoid such incidents, it is important to create rules related to flying. Once these flying rules are imposed, that would bring certain restrictions on the pilot profession and only skilled individuals would take up this profession. As a result to this, the number of flight crashes would reduce.
In the flying analogy, Carver and Maylor have also tried to find the reasons behind selecting the profession of pilot and project manager. It was concluded by them that, the job of a pilot requires excitement and enthusiasm (Harrison & Lock, 2017). And it is mostly the excitement and distraction of this profession that most people select the profession even after knowing about all the probable risks. The scenario for project managers is also similar to that of the pilots. Even though the project manager were working in an extremely uncomfortable and adverse environment, they were not really ready to leave their jobs. They had faced demotivating comments from their seniors and had received unfriendly behaviors from their fellow workers, but nothing could stop them from doing their job. Like the pilots are not afraid of flying even after considering all the risks and uncertainties, the project managers are also not afraid of their jobs even though they have to go through a lot of adverse situations.

What do Carver and Maylor mean by structural and dynamic complexity?
While talking about various types of tools that are applicable for the purpose of coping up with the complexities of a project, Carver and Maylor have defined two types of complexities. The first type of complexity defined by them is the structural complexity. According to them, the concept of structural complexity arises from all those structured information which are associated with a project (Brady & Davies, 2014). They have also stated that structural complexity associated with a project can originate from various sources; most common sources being those activities within a project that are dependent on each other or are related to each other. This type of complexity is most commonly observed in those organizations which are possessing a complex business environment and an ambiguous organizational structure. For instance, if the activities of an organization are comprised of long work breakdown structures or tables which are difficult to construct and comprehend, then the complexity arising from such scenarios is structural complexity. If the activities are interdependent in nature then they can create further problems in the continuation of the project. Hence, according to Carver and Maylor, a project with structural complexity is difficult to perform (McArdle, 2017).
Another types of complexity which have been discussed by Carver and Maylor while describing the flying analogy is dynamic complexity. In simple terms, dynamic complexity is almost similar to structural complexity as it arises from those situations where more than one event is interconnected with another creating complexity and difficulty. While describing the flying analogy Carver and Maylor have talked about both structural and dynamic complexities. They have also suggested four different combinations that include various structural and dynamic complexities and have come up with ways to remove them. They have also talked about instances where organizations have actually earned profit by applying these concepts in the practical scenario (Hanseth & Lyytinen, 2016).

Reference List
Brady, T., & Davies, A. (2014). Managing structural and dynamic complexity: A tale of two projects. Project Management Journal, 45(4), 21-38.
Hanseth, O., & Lyytinen, K. (2016). Design theory for dynamic complexity in information infrastructures: the case of building internet. In Enacting Research Methods in Information Systems (pp. 104-142). Palgrave Macmillan, Cham.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
McArdle, J. J. (2017). Dynamic structural equation modeling in longitudinal experimental studies. In Longitudinal models in the behavioral and related sciences (pp. 159-188). Routledge.
Turner, J. R. (2014). Handbook of project-based management(Vol. 92). New York, NY: McGraw-hill.

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