Abstract
In organizations dealing with complex and volatile environments, projects and programs are an important tool to structure and manage complex tasks within the organization. Especially when it comes to the need for continuous change to adapt to VUCA environments or to reach a competitive advantage, strategic programs are used by top management in large companies to structure and implement strategic priorities. While traditional approaches on program management focus mainly on technical tools, this article broadens the perspective to a more systemic view of program and project management. We disuses the SySt system principles as well as the Triangle of Belief Polarities (TBP) as two concepts that could help project and program managers as well as top managers to deal with projects and programs in VUCA situations.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
Not only large technical projects, like for example the “Berlin Airport” or the railway station “Stuttgart 21” in Germany in the recent past have turned into disasters in terms of delays, budget overruns or quality problems (New Berlin Airport, 2013; Stuttgart 21, 2013). Also ever more internal change projects that are not as visible as the large construction projects, such as restructuring efforts or implementations of ERP systems, get stuck. Also ever more employees are getting bored of the repeating consulting projects, top-down-change or cost cutting initiatives and it is very difficult to motivate them to continuously change, which is, as described above, an essential factor of survival for companies today.
- 2.
PMBOK® by the Project Management Institute, the pm baseline oft he PMA/IPMA or the ISO Standard 21500:2012, Guidance on Project Management can be mentioned as important global standards. Although they come from different traditions and regions, a set of the same elements as similar roles, processes and tools can be identified across all standards.
- 3.
We will refer mainly on the PMI standard as an example hereafter. Although other standards deviate from PMI, the differences in content and meaning are small.
- 4.
Bhakti yoga emphasises love, mindfulness and confidence, Jnana yoga rather knowledge, and discretion as well as Karma yoga order, activeness and responsibility.
References
Beer S (1984) The viable system model: its provenance, development, methodology and pathology. J Oper Res Soc 35:7–25
Capra F (1996) The web of life: a new scientific understanding of living systems. Random House, New York
Cull J (2013) Living systems. 4th edn. CreateSpace Independent Publishing Platform
Daimler R (2008) Basics der systemischen Strukturaufstellungen, München
De Geus A (2002) The living company. Harvard Business Press, Boston
Ferrari E (2011a) Führung im Raum der Werte—Das GPA Schema nach SySt®. FerrariMedia, Aachen
Ferrari E (2011b) Teamsyntax—Teamentwicklung und Teamführung nach SySt®. FerrariMedia, Aachen
Mack O (2003) Konfiguration und Koordination von Unternehmensnetzwerken. Wiesbaden
Mack O, Khare A (2015) Perspectives on a VUCA world. In: Mack O, Khare A, Krämer A, Burgartz T (eds) Managing in a VUCA world. Springer, New York
Menz M, Schmid T, Müller-Stewens G, Lechner C (2011) Strategische Initiativen und Program. Wiesbaden
Miller GA, Galanter E, Pribram KH (1986) Plans and the structure of behavior. Adams Bannister Cox, New York
(2013) New Berlin airport delayed for fourth time. Retrieved from http://www.telegraph.co.uk/finance/newsbysector/transport/9785572/New-Berlin-airport-delayed-for-fourth-time.html
Peirce CS & Pape H (1983) Phänomen und Logik der Zeichen. Frankfurt a. M. Suhrkamp
PMI (2013a) The standard for program management, 3rd edn. PMI, Newtown Square
PMI (2013b) A guide to the project management body of knowledge (PMBOK® guide), 5th edn. PMI, Newton Square
Schmidt G (2013) Liebesaffären zwischen Problem und Lösung. Carl-Auer, Heidelberg
Schuon F (2007) Von der inneren Einheit der Religionen. Hans Jürgen Maurer Verlag, Freiburg
Senge P (1994) The 5th discipline. Currency, New York
Sparrer I (2009) Systemische Strukturaufstellungen, 2nd edn. Carl Auer, Heidelberg
Sparrer I (2010) Einführung in die Lösungsfokussierung und Systemische Strukturaufstellung. Carl Auer, Heidelberg
Sparrer I, Varga von Kibéd M (2010) Klare Sicht im Blindflug. Carl-Auer, Heidelberg
Sterrer C, Winkler G (2009) Projektmanagement. Wien
Stuttgart 21 may yet fail: Berlin alarmed at surging cost of rail project. (2013, January 28). Retrieved from http://www.spiegel.de/international/business/berlin-alarmed-at-cost-overruns-of-stuttgart-21-station-project-a-880112.html
Weisstein EW (2013) Sierpiński Sieve. MathWorld —a Wolfram Web Resource. http://mathworld.wolfram.com/SierpinskiSieve.html. Accesses 20 Aug 2013
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2016 Springer International Publishing Switzerland
About this chapter
Cite this chapter
Mack, O., Jungen, M. (2016). Program Management in VUCA Environments: Theoretical and Pragmatical Thoughts on a Systemic Management of Projects and Programs. In: Mack, O., Khare, A., Krämer, A., Burgartz, T. (eds) Managing in a VUCA World. Springer, Cham. https://doi.org/10.1007/978-3-319-16889-0_3
Download citation
DOI: https://doi.org/10.1007/978-3-319-16889-0_3
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-16888-3
Online ISBN: 978-3-319-16889-0
eBook Packages: Business and ManagementBusiness and Management (R0)