Framework to manage project structural complexity
Published in Patricia Tzortzopoulos, Mike Kagioglou, Lauri Koskela, Lean Construction, 2020
Audrey Bascoul, Iris D. Tommelein, Stanislaus Tuholski
Bertelsen (2003a) suggested that chaos theory be used to understand project complexity. Researchers and practitioners also reported the applicability and relevance of management cybernetics, and specifically the Viable Systems Model (VSM) to expand Lean theory (Gregory, 2007; Herrmann et al., 2008; Dominici and Palumbo, 2010; Steinhaeusser et al., 2013, 2014; Schmidt et al., 2014). Since site production is part of the ‘complexity problem’ (using Koskela’s words), prefabrication (Larsson and Simonsson, 2012) and modularisation (Bertelsen, 2005) offer opportunities to manage complexity pertaining to site production, although they involve a different type of complexity (Höök and Stehn, 2005). Furthermore, Biton and Howell (2013) invited the Lean community to situate complexity in the Cynefin framework that had been articulated by Kurtz and Snowden (2003).