ABSTRACT
In the previous chapters, we have exposed the shortcomings of the traditional hierarchical/functional model and the inevitable damage, both organizational and psychological, that the resulting silos create. In our efforts to lay out a new pattern of thought and action for a systemic alternative we have identified:
◾ Complexity as the major challenge facing organizations ◾ The inherent conflict that every organization faces of hierarchy versus no hierarchy
◾ Where the knowledge we need to solve the conflict comes from (Deming-and-Goldratt)
◾ The fundamental constituents of any organization ◾ A practical way to blend the principles of Deming-and-Goldratt through the concept of the “choked tube”
◾ Projects and processes as the backbone of any organization and Critical Chain PM as the most effective approach for systemic PM
Now, we need to identify an organizational design for complexity that will bring all the essential elements of an organization together and allow them to be managed systemically, in other words, a network of projects, a design that will allow for system optimization and naturally enable quality,
involvement, and flow. Before we look at that, we need to understand some fundamentals about networks.
