Complex project conceptualisation and argument mapping

Abstract The conceptualisation of complex projects requires an ability to manage the contradictory claims of stakeholders. Argument mapping provides one means of helping with this problem, offering a scientific mutable mobile or collaborative cartography. It structures what is known from the warrants and rebuttals inherent in what is said. It also offers opportunity to give voice to all stakeholders, thus aligning with and giving acknowledgement to the Australian cultural norm of a ‘fair go’. In this paper we explain why and how argument mapping using Toulmin's model can be used to help project managers conceptualise complex projects. This includes explaining the long association between dialectic argument and knowledge claims, presenting a common pedigree between argument and the philosophy of science. Following that, we explain the means and motive behind putting dialectic arguments into a graphical form. Next, the paper provides an illustration of an argument map drafted to highlight the concepts involved in managing an Australian mining export project. Australian mining projects dependent on the China market need to be aware of the growing geo-political tensions between the US and China. The mapping is used to emerge some planning concepts, providing a means of sense-making or structuring, a complex Australian project.

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