A Regulated Approach of Managing Complex Projects in Strategic Planning and Risk Control

• Date: 01 May 2016
• DOI: http://doi.org/10.1002/jsc.2059
• Published date: 01 May 2016
• Author: Walter Amedzro St‐Hilaire

RESEARCH ARTICLE

Strat. Change 25: 259–267 (2016)

Published online in Wiley Online Library

(wileyonlinelibrary.com) DOI: 10.1002/jsc.2059

Copyright © 2016 John Wiley & Sons, Ltd.

Strategic Change: Briengs in Entrepreneurial Finance

Strategic Change

DOI: 10.1002/jsc.2059

A Regulated Approach of Managing Complex Projects

in Strategic Planning and Risk Control

Walter Amedzro St‐Hilaire

ExpertActions Group and Ottawa University, Canada

Various components of complex project planning can be identied in light of

different contributions of theory in applied economics.

e strength of societal issues that now confront complex projects forces them to

irreparably open their risk control. But when it is changing, how do complex

projects manage their uncertainty and risk arising from changes in their risk

control? What are their conditions of risk control?

To address this regulation issue and better understand the changes in complex

projects, this article explores a dual problem dealing with the nature of the general

risk control of complex projects and the response of these public complex projects

to cope with the risk control stresses that structure them. e article begins with

a literature review, followed by the presentation of the analysis model, results, and

a nal discussion.

Theoretical foundations

e issue of complex project managing was really raised in the 1960s by theorists

of contingency (Burns & Stalker, 1961; Lawrence & Lorsch, 1967). With their

work appears the idea that risk control is a contingency factor inuencing the

structure and performance of the complex project. It follows that the structure of

the complex project is determined by the elements of contingency characterizing

its risk control.

e complex project no longer appears as a global and consistent system, but,

rather, is evolving and adapting, in whole or in part, depending on the degree of

turbulence and complexity of its risk control. e complex project adapts to its

risk control through a dual mechanism of dierentiation and integration of ele-

ments of structure contingency.

Faced with a variety of risk controls, complex projects are diversifying accord-

ingly. However, complex project eectiveness remains the key variable to optimize.

So the privileged analytical frameworks characterize complex projects as systems

governed by a decision driven by rational maximization.

Complex projects and strategic

planning have specic properties

that go beyond the universe of

resources, skills, or sets of actors

that compose them, being more

than a global and local reality

locked in a collective or individual

reality.

It does not seem that there exists

an explanatory model that

encompasses the complexity and

diversity of factors involved in

managing open economies.

The various components of risk

control of complex projects,

however, can be identied, which

allows for relating key concepts

and describing risk control

conditions.