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Tools for Complex Projects
The word ‘complex’ is now being widely used to describe projects which are extraordinarily difficult to manage and control. Are these projects just very difficult or do they exhibit special characteristics that entitle them to be called ‘complex’? Some authors argue that so-called ‘complex projects’ are simply larger projects with more stakeholder issues. Nevertheless, there is a growing recognition amongst project practitioners and academics that particular projects seem to be more than just difficult and these projects have very special characteristics that pose extraordinary management challenges. Remington and Pollack suggest that these special projects exhibit aspects in common with ‘complex adaptive systems’. If we accept that some projects behave in very different or unpredictable ways, how do we manage them? This is the practical question at he focus of this paper. Do approaches exist which will assist the practitioner with these special or ‘complex’ projects? |
