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4.7 Challenges to Scope Management - Coggle Diagram
4.7
Challenges to Scope Management
What is complexity?
According to Baccarini (1996) and Williams (1991),
structural complexity involves two factors: the number of elements and their interdependence.
Projects or systems are complex if they are made up of many technical parts that have many interactions
Organisations are complex if they involve many people
(or organisational units), who have many interactions.
You can also think about complexity in respect of a project being
uncertain and ambiguous
How does complexity affect scope management?
Major projects involve both a complex organisational structures and complex technology and this has implications for the scope management
What are major project sublimes?
sublime refers to the excitement or fascination individuals might have when dealing with a particularly symbolic project
Flyvbjerg (2014) outlines four types of sublimes associated with major projects:
Technological sublime
This describes the excitement engineers and technologists get in attempting to achieve whatever is possible: they strive to make the longest-tallest-fastest types of projects.
Political sublime
This refers to the rapture politicians get from building monuments to themselves and for their causes, and from the visibility this generates with the public and media.
Economic sublime
This describes the delight business people and trade unions get from making money and jobs from major projects.
Aesthetic sublime
This refers to the pleasure designers and people who love good design get from building and using something large, iconic and beautiful such as the Golden Gate Bridge.
The sublime which characterises some major projects can have a profound impact on the way you manage scope