Activity networks determine project performance.

Projects are characterised by activity networks with a critical path, a sequence of activities from start to end, that must be finished on time to complete the project on time. Watching over the critical path is the project manager's strategy to ensure timely project completion. This intense focus on a single path contrasts the broader complex structure of the activity network, and is due to our poor understanding on how that structure influences this critical path. Here, we use a generative model and detailed data from 77 real world projects (+ $10 bn total budget) to demonstrate how this network structure forces us to look beyond the critical path. We introduce a duplication-split model of project schedules that yields (i) identical power-law in- and-out degree distributions and (ii) a vanishing fraction of critical path activities with schedule size. These predictions are corroborated in real projects. We demonstrate that the incidence of delayed activities in real projects is consistent with the expectation from percolation theory in complex networks. We conclude that delay propagation in project schedules is a network property and it is not confined to the critical path.

Modelling indirect interactions during failure spreading in a project activity network.

Spreading broadly refers to the notion of an entity propagating throughout a networked system via its interacting components. Evidence of its ubiquity and severity can be seen in a range of phenomena, from disease epidemics to financial systemic risk. In order to understand the dynamics of these critical phenomena, computational models map the probability of propagation as a function of direct exposure, typically in the form of pairwise interactions between components. By doing so, the important role of indirect interactions remains unexplored. In response, we develop a simple model that accounts for the effect of both direct and subsequent exposure, which we deploy in the novel context of failure propagation within a real-world engineering project. We show that subsequent exposure has a significant effect in key aspects, including the: (a) final spreading event size, (b) propagation rate, and (c) spreading event structure. In addition, we demonstrate the existence of 'hidden influentials' in large-scale spreading events, and evaluate the role of direct and subsequent exposure in their emergence. Given the evidence of the importance of subsequent exposure, our findings offer new insight on particular aspects that need to be included when modelling network dynamics in general, and spreading processes specifically.

Dynamics of organizational culture: Individual beliefs vs. social conformity.

The complex nature of organizational culture challenges our ability to infer its underlying dynamics from observational studies. Recent computational studies have adopted a distinctly different view, where plausible mechanisms are proposed to describe a wide range of social phenomena, including the onset and evolution of organizational culture. In this spirit, this work introduces an empirically-grounded, agent-based model which relaxes a set of assumptions that describes past work-(a) omittance of an individual's strive for achieving cognitive coherence; (b) limited integration of important contextual factors-by utilizing networks of beliefs and incorporating social rank into the dynamics. As a result, we illustrate that: (i) an organization may appear to be increasingly coherent in terms of its organizational culture, yet be composed of individuals with reduced levels of coherence; (ii) the components of social conformity-peer-pressure and social rank-are influential at different aggregation levels.

How Robust Is Your Project? From Local Failures to Global Catastrophes: A Complex Networks Approach to Project Systemic Risk.

Current societal requirements necessitate the effective delivery of complex projects that can do more while using less. Yet, recent large-scale project failures suggest that our ability to successfully deliver them is still at its infancy. Such failures can be seen to arise through various failure mechanisms; this work focuses on one such mechanism. Specifically, it examines the likelihood of a project sustaining a large-scale catastrophe, as triggered by single task failure and delivered via a cascading process. To do so, an analytical model was developed and tested on an empirical dataset by the means of numerical simulation. This paper makes three main contributions. First, it provides a methodology to identify the tasks most capable of impacting a project. In doing so, it is noted that a significant number of tasks induce no cascades, while a handful are capable of triggering surprisingly large ones. Secondly, it illustrates that crude task characteristics cannot aid in identifying them, highlighting the complexity of the underlying process and the utility of this approach. Thirdly, it draws parallels with systems encountered within the natural sciences by noting the emergence of self-organised criticality, commonly found within natural systems. These findings strengthen the need to account for structural intricacies of a project's underlying task precedence structure as they can provide the conditions upon which large-scale catastrophes materialise.

Cholestatic liver injury after glimepiride therapy.

Drug induced hepatotoxicity has been reported infrequently with sulfonylureas. For glimepiride, a second-generation sulfonylurea there is no report of hepatotoxicity in English literature. A patient with non-insulin-dependent diabetes mellitus who developed cholestatic liver injury soon after initiation of glimepiride therapy is presented. Complete work-up disclosed no other cause for hepatotoxicity including negative serological results for viral hepatitis. Liver biopsy was consistent with drug-induced cholestasis. The patient recovered 50 days after stopping glimepiride with no further recurrences.