Addressing tensions of overlapping project management and systems engineering with the elegance of a complex systems governance approach

摘要

Our research examined the efficiency impacts on project and engineering governance of widespread reporting of increased complexity in these domains, using diverse researchers with focused literature review and consultation at a combined industry and academic symposium on project governance. Our research confirmed that collaboration in project communities is often hindered, especially project management and systems engineering practice. Project communities need to develop a work culture that fosters collaboration, reduce conflict, and limits duplication of work. While project management and systems engineering approaches are complementary, they are often practiced separately. Overlays are likely inefficient and unlikely to persist without resolving the underpinning cultural differences enforced by governance weaknesses - in short, inelegant solutions. Our research identifies seven key Systems Theory propositions for governance to efficiently pathologise tension points that inhibit performance. A case study is used to illustrate our proposed, more elegant approach to project governance. We conclude by outlining future research themes.