Successful project managers are those able to act as managers of uncertainty and at the same time as managers of a complex network of people and organisations. However, pressures to cope with the environment bureaucratise project work, and the project manager becomes a manager of papers and forms. This book shows the results of four year research programme in multi-project companies aimed at understanding how companies are able to balance the forces leading towards ‘bureaucratisation’ and towards ‘chaotification’ of their organisational structures.
Some of the key findings are:
- ‘Bureaucratisation’ tends to be more harmful than ‘chaotification’
- Companies need flexible structures in order to adapt to the inflexible wishes of the stakeholders
- Companies build internal inflexibilities to compensate for external ‘chaos’