This module is the first one of the second year of the programme, guiding students towards the general perspective of the second year overall, which is Emerging ideas: Control to Flow. 

This module introduces the idea of systems and complexity, as a theoretical explanation for why many conventional approaches to planning and controlling projects have low reported success rates.  Our hypothesis in this model is that many conventional management approaches are inherently unsuited to managing the complex adaptive systems (CAS) nature of much project work. 

As well as covering some theoretical underpinnings of systems and complexity theory, this module also covers the Critical Chain scheduling and control technique as an example of a technique that is more suited to the CAS-nature of most projects, than other more well-known techniques.

 The module is sub-divided into four parts.

1. Complex Systems and the Problems with Intuition
2. Key elements of Systems Theory
3. Implications of Systems Thinking for Project Management
4. Critical Chain

• Critically analyse the literature in the area of project controls and identify where conventional wisdom and accepted paradigms maybe ineffective in managing the complex adaptive aspects of a project.
• Understand the application of systems theory and control to projects and identifying the scope of use in their own professional contexts.
• Become familiar with the concept of critical chain in the context of projects and being able to analyse its pros and cons, with the help of case studies and concrete examples.
• Use the process of cause-effect mapping to understand and analyse complex situations, and to identify logical weaknesses and inconsistencies in an argument or proposal.
• Explain how complex adaptive systems differ from complicated systems and why each warrants a different approach to management and control.