Structure and flexibility of project teams under turbulent environments
an application of agent-based simulation
When executives fail to bestow upon their project managers and project teams the authority and autonomy the managers need to successfully realize their project responsibilities, the executives impede the project team's ability to deliver a project that meets the client's goals and expectations. This hindrance is magnified when teams are working in dynamic and uncertain project environments, on projects involving research and technology development, where resources, requirements, and other conditions change rapidly and require much innovation to achieve a satisfying solution. This article examines the performance of project teams working within turbulent environments, where project scope is uncertain and team composition and structure are ambiguous. In doing so, it explains computational organizational theory and identifies its purpose, applications, and benefits. It also reviews the literature on using computational simulations to study organizational performance.