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Changing Project Structure to Mitigate Its Complexity

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Managing Complex, High Risk Projects

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Abstract

The complex structure of the project may cause the emergence of some local or global unexpected phenomena. This chapter highlights how interactions might play a critical role in the project behavior and change the understanding and thus the priorities that managers give to elements. An industrial application will be developed all along this chapter, based on a project of construction and implementation of a tramway in a city.

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Authors and Affiliations

  1. Laboratoire Genie Industriel, Ecole Centrale Paris-CentraleSupelec, Grande Voie des Vignes, Chatenay-Malabry, 92290, France

    Franck Marle & Ludovic-Alexandre Vidal

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  1. Franck Marle
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  2. Ludovic-Alexandre Vidal
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Correspondence to Franck Marle .

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Marle, F., Vidal, LA. (2016). Changing Project Structure to Mitigate Its Complexity. In: Managing Complex, High Risk Projects. Springer, London. https://doi.org/10.1007/978-1-4471-6787-7_5

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  • DOI: https://doi.org/10.1007/978-1-4471-6787-7_5

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