Complexity characterises the behaviour of a system or model whose components interact in multiple ways and follow local rules, leading to nonlinearity, randomness, collective dynamics, hierarchy, and emergence.
Project management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget. The secondary challenge is to optimize the allocation of necessary inputs and apply them to meet pre-defined objectives.
Risk management is the identification, evaluation, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability or impact of unfortunate events or to maximize the realization of opportunities.
A complex system is a system composed of many components which may interact with each other. Examples of complex systems are Earth's global climate, organisms, the human brain, infrastructure such as power grid, transportation or communication systems, complex software and electronic systems, social and economic organizations, an ecosystem, a living cell, and ultimately the entire universe.
Information management (IM) concerns a cycle of organizational activity: the acquisition of information from one or more sources, the custodianship and the distribution of that information to those who need it, and its ultimate disposal through archiving or deletion.
Teamwork is the collaborative effort of a group to achieve a common goal or to complete a task in the most effective and efficient way. This concept is seen within the greater framework of a team, which is a group of interdependent individuals who work together towards a common goal. The four key characteristics of a team include a shared goal, interdependence, boundedness and stability, the ability to manage their own work and internal process, and operate in a bigger social system. Basic requirements for effective teamwork are an adequate team size. The context is important, and team sizes can vary depending upon the objective. A team must include at least 2 or more members, and most teams range in size from 2 to 100. Sports teams generally have fixed sizes based upon set rules, and work teams may change in size depending upon the phase and complexity of the objective. Teams need to be able to leverage resources to be productive, and clearly defined roles within the team in order for everyone to have a clear purpose. Teamwork is present in any context where a group of people are working together to achieve a common goal. These contexts include an industrial organization, athletics, a school, and the healthcare system. In each of these settings, the level of teamwork and interdependence can vary from low, to intermediate, to high, depending on the amount of communication, interaction, and collaboration present between team members. E. g. Team work coordinates the work as early as possible
A complex adaptive system is a system that is complex in that it is a dynamic network of interactions, but the behavior of the ensemble may not be predictable according to the behavior of the components. It is adaptive in that the individual and collective behavior mutate and self-organize corresponding to the change-initiating micro-event or collection of events. It is a "complex macroscopic collection" of relatively "similar and partially connected micro-structures" formed in order to adapt to the changing environment and increase their survivability as a macro-structure. The Complex Adaptive Systems approach builds on replicator dynamics.
The Encyclopedia of World Problems and Human Potential is published by the Union of International Associations (UIA). It is available online since 2000, and was previously available as a CD-ROM and as a three-volume book.
The Cynefin framework is a conceptual framework used to aid decision-making. Created in 1999 by Dave Snowden when he worked for IBM Global Services, it has been described as a "sense-making device". Cynefin is a Welsh word for habitat.
Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. Internal auditing might achieve this goal by providing insight and recommendations based on analyses and assessments of data and business processes. With commitment to integrity and accountability, internal auditing provides value to governing bodies and senior management as an objective source of independent advice. Professionals called internal auditors are employed by organizations to perform the internal auditing activity.
David John Snowden is a Welsh management consultant and researcher in the field of knowledge management and the application of complexity science. Known for the development of the Cynefin framework, Snowden is the founder and chief scientific officer of Cognitive Edge, a Singapore-based management-consulting firm specializing in complexity and sensemaking.
In cybernetics, the term variety denotes the total number of distinguishable elements of a set, most often the set of states, inputs, or outputs of a finite-state machine or transformation, or the binary logarithm of the same quantity. Variety is used in cybernetics as an information theory that is easily related to deterministic finite automata, and less formally as a conceptual tool for thinking about organization, regulation, and stability. It is an early theory of complexity in automata, complex systems, and operations research.
Stakeholder management is a critical component to the successful delivery of any project, programme or activity. A stakeholder is any individual, group or organization that can affect, be affected by, or perceive itself to be affected by a programme.
Strategy implementation is the activities within a workplace or organisation designed to manage the activities associated with the delivery of a strategic plan.
Vulnerability management is the "cyclical practice of identifying, classifying, prioritizing, remediating, and mitigating" software vulnerabilities. Vulnerability management is integral to computer security and network security, and must not be confused with vulnerability assessment.
Robust decision-making (RDM) is an iterative decision analytics framework that aims to help identify potential robust strategies, characterize the vulnerabilities of such strategies, and evaluate the tradeoffs among them. RDM focuses on informing decisions under conditions of what is called "deep uncertainty", that is, conditions where the parties to a decision do not know or do not agree on the system models relating actions to consequences or the prior probability distributions for the key input parameters to those models.
Max Henri Boisot was a British architect and management consultant who was professor of Strategic Management at the ESADE business school in Barcelona. known for his ideas about the information economy, the Information Space, social capital and social learning theory.
Benefits Realization Management (BRM) is one of the many ways of managing how time and resources are invested into making desirable changes.
Opportunity management (OM) has been defined as "a process to identify business and community development opportunities that could be implemented to sustain or improve the local economy".
Roelf Johannes (Roel) Wieringa is a Dutch computer scientist who was a Professor of Information Systems at the University of Twente, specialized in the "integration of formal and informal specification and design techniques".
