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When Project Information Flow Becomes Turbulent: Toward an Organizational Reynolds Number

TitleWhen Project Information Flow Becomes Turbulent: Toward an Organizational Reynolds Number
Publication TypeTechnical Report
Year of Publication2002
AuthorsFyall, M
IssueTR138
Date Published08/2002
PublisherCIFE
Publication Languageeng
KeywordsCenter for Integrated Facility Engineering, CIFE, Metrics, Organization Design, Organization Theory, Project Management, Reynolds Number, Simulation, SimVision, Stanford University, VDT, Virtual Design Team
AbstractWhen managers try to develop complex products with many interdependent subsystems quickly, the high information processing load this creates can cause organizational failure. There is currently no way for managers to tell when the demands placed upon a project team are great enough that the risk of organizational failure has reached unacceptable levels. Engineers use the Reynolds number in fluid mechanics as a metric that predicts whether the flow of a fluid will be smooth and stable versus turbulent and chaotic. This paper describes an initial attempt to define a similar metric for project information flow, an "organizational Reynolds number" that uses various organization and work process parameters to predict whether a project team is approaching the turbulent information flow regime and is thus at risk of organizational failure.
URLhttps://purl.stanford.edu/jd174yc6371
PDF Linkhttps://stacks.stanford.edu/file/druid:jd174yc6371/TR138.pdf
Citation Key860