The first book demonstrating how to apply the principles of social network analysis to managing complex projects This groundbreaking book gets project managers and students up to speed on state-of-the-art applications of social network analysis (SNA) for observing, analysing, and managing complex projects. Written by an expert at the leading edge of the SNA project management movement, it clearly demonstrates how the principles of social network analysis can be used to provide a smarter, more efficient, holistic approach to managing complex projects. Project managers, especially those tasked with managing large, complex construction and engineering projects, traditionally have relied upon analysis and decision-making based upon hierarchical structures and vaguely defined project systems, much of which is borrowed from historic scientific management approaches. However, it has become apparent that a more sophisticated methodology is required for observing project systems and managing relationships with today’s more knowledgeable and demanding clients. Social network analysis (SNA) provides just such an approach. Unfortunately, existing books on social network analysis are written primarily for sociologists and mathematicians, with little or no regard for the needs of project managers — until now. The first and only book of its kind, Managing Networks in Project-Based Organisations:  Offers a framework and a fully-developed approach to applying SNA theory and methodologies to large, complex projects Describes highly effective strategies and techniques for managing the iterative and transient relationships between network-defining actor roles involved in the delivery of complex projects Uses numerous real-world examples and case studies of successful applications of SNA to large-scale construction and engineering projects around the world Draws on its author’s decades of experience managing complex projects for demanding clients, as well as his extensive academic research in Project Management Managing Networks in Project-Based Organisations is an important working resource for project management professionals and consultants, especially those serving the construction and engineering industries. It is also an excellent text/reference for postgraduate students of project management and supply chain management, as well as academic researchers of project management.

Table of Contents:
List of Figures xi  About the Author xiii  Preface xv  Acknowledgements xvii  1 Introduction 1  Structure of the Book 2  2 Theoretical Context 11  Management Context 11  Project Transitions 12  Project Management as Practice 12  Systems Theory and Networks 13  Transient Relationships 13  Dyadic Contractual Relationships and Structure 14  Permanent and Temporary Organising 15  Structure and Networks 16  Information Classification 16  Nodes and Linkages 17  Summary 18  3 Networks and Projects 21  Definition 22  Origins and History of the Concept of Social Networks and their Analysis 22  Problems with Projects 24  Actor Role Classification and Ritualistic Behaviour 25  Routines 26  Are Networks a Response to Uncertainty in Projects? 27  Temporary Project Systems and their Replication 28  Beyond the ‘Iron Triangle’ 28  Why Networks? 30  Individuals and Firms in Networks 32  Problems Associated with the Use of SNA in Project Research 32  Summary 33  4 Why Networks? 35  Definition 36  Why Choose Social Network Analysis? 36  Problems Associated with the Use of SNA in Project Research 37  Concepts and Terminology 38  Defining the Population for the Study 46  What is a Network? 46  Actor Characteristics 47  Network Characteristics 55  Some Final Thoughts 56  Conclusion 58  5 Self‐Organising Networks in Projects 61  Introduction 61  What Do Project Clients Want? 63  Dangerous Assumptions 66  Implications if these Assumptions are Incorrect 69  Networks and Uncertainty 70  Does it Matter How We Conceptualise the Project? 70  Procurement Through Markets and Hierarchies; Project Design and Delivery Through Networks 71  Summary and Conclusions 73  6 Game Theory and Networks 77  Introduction 77   To Begin: Some History 78  What is a Game? 79  Key Assumptions 83  Benefits of Applying Game Theory to Project Networks 85  Other Considerations in Applying Game Theory to Project Networks 85  Choices About Actions and Co‐Players 86  NashEquilibrium 88  Anti‐Coordination Behaviour: ‘Hawk–Dove’ and ‘Chicken’ Games 89  Game Theory and Information Exchange Network Formation 89  Game Theory and the Five Dangerous Assumptions in Projects 90  Summary and Conclusions 93  7 Network Roles and Personality Types 95  Network Roles 98  Personality Traits 104  Humour and Behaviour in Networks 104  Profiling an Ideal Project Network Actor 109  Specific Personality Traits 109  Network Roles and Personality Traits 113  Summary 115  8 Network Enabling 117  What Do We Mean by Network Enabling? 117  Trust 119  Empathy 120  Reciprocity, Favours and Psychological Contracts 123  Implications of Violation of Psychological Contracts 124  Generosity 126  Characteristics ofIndividuals that are Destructive for Networks 128  Narcissism 129  Egotism 130  Summary 131  9 Project Networks and Building Information Modelling 133  BIM Origins 133  Building Information Modelling and Information Management 134  Information Management and Organisation Structure 135  BIM as an Artefact 135  Self‐Organising Networks in the Context of Design 137  BIM and Networks: A Research Agenda 139  10 Introduction to the Case Studies 143  Technical Overview of Case Studies 143  Research Funding 146  Summary 146  11 Case Study 1: Communities in Self‐Organising Project Networks 147  Data Collection 148  Data Analysis 150  Findings 150  Communities in Self‐Organising Project Networks 152  Summary 154  12 Case Study 2: Dysfunctional Prominence in Self‐Organising Project Networks 157  Data Collection 157  Data Analysis 158  Actor Prominence Measures 158  Organisational Networks 160  Summary 162  13 Case Study 3: Costing Networks 165  Conceptual Framework 165  Network Costs 166  Data Analysis 167  Summary 168  14 Summary and Conclusions 171  Introduction 171  Chapter Summaries 171  Conclusions 177  Appendix 181  References 183  Index 207