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Failure of large transformation projects from the viewpoint of complex adaptive systems: Management principles for dealing with project dynamics

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Abstract

Many large transformation projects do not result in the outcomes desired or envisioned by the stakeholders. This type of project is characterised by dynamics which are both caused by and result of uncertainties and unexpected behaviour. In this paper a complex adaptive system (CAS) view was adopted in order to better understand project dynamics and identify management principles for dealing with them. A case study of a large transformation project in the Netherlands was carried out, in which six patterns were found through which project dynamics could be identified. A logical consequence of the immense complexity of the case study’s project dynamics was that stakeholders lost sight of the overall goals, focussed on managing incidents and approached the project in an ad hoc way. Informed by CAS theory, we present seven management principles that respect the dynamics of this type of project and can aid in coping with project dynamics.

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Acknowledgments

An earlier version of this submission was presented at IFIP WG 8.6 2013, please see Janssen et al. (2013) for full detail.

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Authors and Affiliations

  1. Delft University of Technology, Jaffalaan 5, 2628 BX, Delft, The Netherlands

    Marijn Janssen & Haiko van der Voort

  2. TNO, Van Mourik Broekmanweg 6, 2628 XE, Delft, The Netherlands

    Anne Fleur van Veenstra

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  1. Marijn Janssen
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  2. Haiko van der Voort
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  3. Anne Fleur van Veenstra
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Correspondence to Marijn Janssen.

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Janssen, M., van der Voort, H. & van Veenstra, A.F. Failure of large transformation projects from the viewpoint of complex adaptive systems: Management principles for dealing with project dynamics. Inf Syst Front 17, 15–29 (2015). https://doi.org/10.1007/s10796-014-9511-8

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