Complex Project Management: An Analysis of Flying Analogy and Complexity

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This report delves into the concept of complex project management, exploring the 'Four Flying Project Managers' analogy from Terry Cooke-Davies' work. It analyzes the application of this analogy to understand the interplay of dynamic and structural complexity in project environments. The report also examines Carver's and Maylor's analogy and identifies the role of structural and dynamic complexity in project management.

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COMPLEX PROJECT MANAGEMENT

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Table of Contents
Introduction.................................................................................................................................................2
Analaysis..................................................................................................................................................... 3
Conclusion................................................................................................................................................... 5
References................................................................................................................................................... 6

Introduction
This report helps to understand the concept of complex project management. Project
management is the method of planning. Implementing, controlling to attain the goals within the
specific period of time. It discusses the week6: 5th Forum that is related to the “Four Flying
Project Managers”. The matter is extracted from the book of Terry Cooke-Davies. It also
evaluates the flying analogy of four generic types with the environment. It also discusses the
Carver’s and Maylor’s analogy and also identifies the role of structural and dynamic complexity.

Analysis
It can be identified that there is complexity to have both dynamic and structural elements
and there is more number of concepts of complexity. For this, an analogy of flying is
implemented to explore the essentials of program and project management. It can be
asserted that analogy of flying helps to understand the four combinations of dynamic and
structural complexity and its application are elaborated through the examples. Flying can be
explained in respect of projects that means few projects succeed completely if they arrive at
all they can be late or over budget. It can be stated that the project can be delivered ‘at any
cost’ and a manager can ensure that the team workers can work together and attain the
objective (Cooke-Davies, 2011)
Application of Flying Analogy
To apply the flying analogy, it is essential to create a tool for teaching and analyzing the
complexity within the project and program environment. It can be asserted that it is a
simplified model that established the low/high parameters. There are four generic types of
management that can be proposed that are discussed below:
Type A-The civil pilot: A commercial airline pilot can be recognized as the first type of
management. This type can be fit according to the traditional method of project. In this type,
the flight can be planned and if there are any changes in the schedule of flight then they can
be managed according to that out of venture. The main of the flight is to arrive at the
destination within proper time or budget.
Type B- Air traffic controller: This model can be applied to ensures the coordination of
projects. The main aim of is to coordinate a system to reduce the risks and conflicts among
the different flights. It also helps to ensure the maximum utilization of airspace. It can be
asserted that to enjoy the advantage of the system, the flights should adhere to the proper
systems and avoid the air Lanes.
Type c- The fighter pilot: It is necessary for the pilot to understand the skills of planning.It
takes off on a mission with the anticipation that the convolution will be more. The objective
of the mission is clear but not important that the pilot retaining fluidity of action and
thought.

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Type D –The war-room commander-It can be determined that if the fighter pilot is alone
then it is ineffective and dead. To increase the strategic benefit of the pilot, it is necessary to
have the proper system so that they can easily track the flights and adapts to the change. It
consists of all the activities that are ongoing in environment (De Bruijn & Ten Heuvelhof,
2018).
With the study of Carver’s and Maylor’s analogy, it can be identified that the analogy can be
based on the different types of management. Each type has a different function that helps the
manager to complete their project. If the manager adopts any level then that determines their
own specifications.
It can be asserted that the Structural managerial complexity is based on the Modest model
that includes the Mission, organization, delivery, stakeholders and team. With the word
dynamic, it can be understood that it is not stable changes according to the situations and
environment. Dynamic complexity is not stable and changes over time. The modest model
can be used as the starting point in relation to the project management. The modest model
in structural dimension states that the mission should be clear and the method should be
clear with the motivation of members . In dynamic complexity, it states that is there any
change in the mission and how it affects the organization with the change in the number of
stakeholders (Rose, 2012)

Conclusion
From the above evaluation of the portfolio, it can be asserted that project management helps
in the process of planning and also implement the plans to attain the objective. It discusses
the analogy of flying that can be discussed with the different management that helps to solve
the issue in environment. It also helps to understand the different types of complexity.

References
 Cooke-Davies, T. (2011, August). Aspects of complexity: Managing projects in a
complex world. Project Management Institute.
 De Bruijn, H., & Ten Heuvelhof, E. (2018). Management in networks. Routledge.
 Rose, K. H. (2012). Aspects of Complexity: Managing Projects in a Complex
World. Project Management Journal, 43(3), 77-77

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Complex Project Management: An Analysis of Flying Analogy and Complexity

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