Appropriate leadership and management of complex projects

Abstract

This paper compares traditional linear projects with complex projects recognising there are a number of forms of complex projects. A number of examples are provided of complex projects. Various aspects of complexity are examined and reference is made to the classic literature on complex systems. A series of conclusions is drawn by the author illustrating lessons that can be learned from complexity concepts which are relevant to managing complex projects. Lessons include the importance of the project environment or context, the existence of a unclear stakeholders and project boundaries, the project being sensitive to initial conditions, the need for distributed leadership, encouraging bottomup or self-organisation by staff, and the need to recruit using different competencies to traditional linear projects. An initial contribution to assessing cultural complexity has been made.