Managing complex projects

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dc.contributor.authorTurner, Neil
dc.contributor.authorDavis, Kate
dc.contributor.authorCantarelli, Chantal C.
dc.date.accessioned2024-07-24T15:32:58Z
dc.date.available2024-07-24T15:32:58Z
dc.date.freetoread2026-02-22
dc.date.issued2024-08-21
dc.description.abstractComplexity is an issue that affects all projects. Project managers know this, but it can be difficult to express the realities they face in a language that others can easily grasp. In this chapter we draw on research that identifies three different kinds of project complexity – structural, socio-political, and emergent, and look at practical response techniques to these. We offer a complexity framework to help managers deal with these challenges. We then show how this can be used both as a problem-solving tool, and also as a method to draw out lessons learned at gate reviews or at the completion of the work.
dc.identifier.chapterNo7
dc.identifier.citationTurner N, Davis K, Cantarelli C. (2024) Chapter 7: Managing complex projects. In: Serrador, P. ed., 2024. Mastering project leadership: insights from the research. CRC Press. Boca Raton
dc.identifier.eisbn9781003502654
dc.identifier.isbn9781032473321
dc.identifier.urihttps://doi.org/10.1201/9781003502654-7
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/22668
dc.language.isoen
dc.publisherCRC Press
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internationalen
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectComputer Science
dc.subjectEconomics
dc.subjectFinance
dc.subjectBusiness & Industry
dc.subjectEngineering & Technology
dc.titleManaging complex projects
dc.typeBook chapter

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