Dr. Huda Almadhoob
Self-Organising Networks in Complex Infrastructure Projects: the Case of London Bank Station Capacity Upgrade Project
The original contribution of the study is predicated on demonstrating how self-organising networks complements Complexity Theory, which is not always recognised, especially in Project Management. It analyses underlying interactions between different actors/clusters (as processes) and thereafter emergence of coordinated behaviour (as evaluative outcomes).
- Findings suggest that relationships and hence future structures of the network / patterns of interactions in large construction projects are influenced by different forms of power, at multiple levels from the local to the global, which affect the actors’ roles and decision-making process.
The multi-methodological approach developed through this research has provided a deeper and more empirically grounded understanding to the process of self-organisation within the context of complex infrastructure projects, by utilising Complexity Theory and combining analytical approaches from Network Science and ‘Power Cube’. Accordingly, this aims to contribute to the development of a theory in the field of Project Networks Management.
- Particularly, it underlines the need for these networks to be identified and sponsored, allowing them the space and capacity to evolve to design and deliver projects that are both efficient and cost effective.