INTRODUCTION
The purpose of this research was to explore the applicability of the Viable System Model (VSM) as a framework for structural analysis of project management systems using a case study research design. This case study looked at the project management structure of an engineering project group within the government using the modified VSM framework as the analysis framework. The case study showed how the adapted VSM could be used to model a project’s system structure and associated communication channels.
BACKGROUND
Today’s body of knowledge of complex project-based organizations often focuses on its project management systems and how the organization is structured hierarchically. The Viable System Model (VSM) developed by Stafford Beer was used to analyze an organization from a perspective that differed from the mainstream of the time. The VSM viewed structure not from a hierarchical view but rather the functional interaction of the individual systems and how they interacted iteratively. This study helped bridge the gap between the systems-based analysis of a project based organization and the analysis of its project management structure by using the VSM as an analysis framework for examination of viability. Case study research was used as the rigorous methodology for research.
Case study research is used to enlighten and gain knowledge into complex social phenomena, which can be: a person, group of people, an organization, a social situation, or political phenomena (Yin, 2009). Yin states “the case study method allows investigators to retain
the holistic and meaningful characteristics of real-life events - such as individual life cycles, small group behavior, organizational and managerial process, neighborhood change, school performance, international relations and the maturation of industries” (2009, p. 4). Case study research is a way of researching an empirical topic by following a set of pre-specified procedures while reviewing the logic of design, the data collection methodology, and specifies a unique data analysis approach (Yin, 2009, pp. 18-21). Yin (2009) describes a linear, but iterative process for doing case study research in his book, Case Study Research: Design and Methods, 4th edition. The guideline goes through the following processes: plan, design, prepare, collect, analyze, and share along with iterations (Yin, 2009).
This research used the exploratory multiple case study as a methodology to study how the Viable System Model (VSM) could be adapted for analysis of the project management structure. The exploratory method was chosen as this is a “contemporary set of events” over which the researcher has little or no control concerning the organizational structure (Yin, 2009, p. 12). This rigorous case study was based on the technical definition of case study research by Yin (Yin, 2009, p. 18). The data was provided by the project leader to ensure all data was vetted through the project lead. Several sources were used during the CSR. The Bibliography of the Data Sources used for this case study and the associated dates the data was received for the event (discussion/observation) was performed are shown in Table 22 below:
Table 22: Excerpt from the Bibliography of the Data Sources
After selection of the project for the case study, the researcher met with the project lead to get an understanding as to what was expected of the project team. The project lead was informed of the information/ material needed by the researcher for this case study. The researcher advised the project manager that a case study protocol would be used for the data analysis. The need to return and ask further clarifying questions or request further information was discussed. Being a
Data Source File Number Name – Description of Data Source Date Received
0 PQ - [18] T&E WIPT 0518 2016
1 PQ - [18] T&E WIPT Minutes 0518 2016
2 PQ - Weekly SATCOM Meeting 0630 2016
3 PQ - Weekly SATCOM Meeting Minutes 0616 2016
4 PQ - Interview with [11] 0627 2016 5 PQ - Interview with [07] 0627 2016 6 PQ - NCLS Status Matrix 0616 2016 7 PQ - Interview with [18] 0627 2016 8 PQ - Interview with [05] 0628 2016 9 PQ - Interview with [12] 0628 2016 10 PQ - Interview with [17] 0627 2016
11 PQ - Project Financial Documents - Funding 0518 2016
12 PQ - Roles and Responsibilities 0518 2016
13 PQ - PMP 0518 2016
14 PQ - Weekly Activity Report (WAR) 0518 2016
15 PQ - Deliverable Tracking 0518 2016
16 Action Item Tracking 0518 2016
17 Program Management Review (PMR) 0518 2016
18 PQ - Team Communication Example from [00] 0518 2016
19 PQ - Interview with [00] 0707 2016
knowledgeable project manager with a master in engineering management, a bachelor degree in Electrical Engineering, a master’s in Engineering Management, the project manager for Project ‘Q’ was able to attain and gather several documents for review prior to the clarifying discussions with reviewers. The project team members were identified to the researcher. Volunteer members of the team would be consulted on the Project Management System (PMS) of their project. Preliminary questions had been documented and were used for the CSR discussions and proved to be helpful in guiding the discussions and ensured the same basic questions were used
throughout the initial phase of the discussion process. The information from the discussions was incorporated into the case study database for later use.
The data from the case study database was analyzed and grouped into theme areas that best matched the elements of the VSM: the Systems and the Channels. The results of the
preliminary grouping began to describe the Systems and Channels. The case study data was then analyzed using the matrix analysis approach; the approach used for the VSM to PMBOK PMS structure matrix analysis. Each section was ranked 0-3 for content applicability to the VSM as shown below:
‘0’ - there is not a discernable explicit or implied acknowledgement in the PMBOK for the identified VSM system or communication channel.
‘1’ - there is not a discernable acknowledgement in the PMBOK for the identified VSM system or communication channel.
‘2’ - there is an implied acknowledgement in the PMBOK for the identified VSM system or communication channel, but not enough to stand on its own.