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By: Kathleen (Kitty) B. Hass, PMP
PMI Book of the Year! 
Managing Complex Projects: A New Model received the 2009 PMI David I. Cleland Project Management Literature Award in recognition of the author's significant contribution to advancing project management through practices, procedures, concepts, and other techniques that demonstrate the value of using project management. Management Concepts is pleased to announce this acknowledgement of excellence.
For organizations to thrive, indeed to survive, in today's global economy, we must find ways to dramatically improve the performance of large-scale projects. Applying the concepts of complexity theory can complement conventional project management approaches and enable us to adapt to the unrelenting change that we ignore at our own peril.
Managing Complex Projects: A New Model offers an innovative way of looking at projects and treating them as complex adaptive systems. Applying the principles of complexity thinking will enable project managers and leadership teams to manage large-scale initiatives successfully.
- Explore how complexity thinking can be used to find new, creative ways to think about and manage projects
- Diagnose complexity on a wide range of projects — from small, independent, short projects to highly complex, longer projects
- Understand and manage the complexity of the business problem, opportunity, solution, and other dimensions that come into play when managing large-scale efforts
Use the Project Complexity Model to determine the most effective approach to managing all aspects of a project based on the level of complexity involved.
Table of Contents
Part I: Complexity Thinking in the World of Business • Complexity Thinking • Applying Complexity Thinking to Projects • The Project Complexity Model • Part II: Applying Complexity Thinking to Assign Key Project Team Members • Competencies Required to Manage Complex Projects • Developing Leaders of Complex Projects • Part III: Applying Complexity Thinking to Select the Project Cycle • Appropriate Project Cycles for Independent Projects • Appropriate Project Cycles for Moderately Complex Projects • Appropriate Project Cycles for Highly Complex Projects • Part IV: Managing the Dimensions of Project Complexity • Applying Complexity Thinking to Large, Long-Duration Projects • Applying Complexity Thinking to Large, Dispersed, Culturally Diverse Project Teams • Applying Complexity Thinking to Highly Innovative, Urgent Projects • Applying Complexity Thinking to Ambiguous Business Problems, Opportunities, and Solutions • Applying Complexity Thinking to Projects with Poorly Understood, Volatile Requirements • Applying Complexity Thinking to High-Visibility Strategic Projects • Applying Complexity Thinking to Large-Scale Change Initiatives • Applying Complexity Thinking to Projects with Significant Risks, Dependencies, and External Constraints • Applying Complexity Thinking to Projects with a High Level of IT Complexity • Index
About the Author
Kathleen (Kitty) B. Hass, PMP, has more than 25 years of experience in project management and business analysis; she has managed large, complex projects in the airline, telecommunications, retail, and manufacturing industries as well as in the federal government. Her expertise includes leading technology and software-intensive projects, building and leading strategic project teams, and conducting program management for large, complex engagements.
Reviews
“Kitty succeeds in making the management of complexity simple but not simplistic. This new model makes a significant contribution to meeting the growing challenge of complex projects, without descending into trite truisms. Following this approach will maximize the value that organizations can achieve from undertaking complex projects — try it and see.”
Dr. David Hillson, PMP, FRSA, HonFAPM, FIRM, FCMI
Director, Risk Doctor & Partners
“Today’s complex projects — characterized by ambiguity and uncertainty, and fueled by high speed and high change — require a new model to succeed. Kitty’s groundbreaking, standard — setting book gives us not only the rationale, but also the essential leadership and management practices for success on nine varieties of complex projects. Don’t start or continue a complex project without consulting this book. It's a gem.”
Doug DeCarlo, author of eXtreme Project Management: Using Leadership,
Principles, and Tools to Deliver Value in the Face of Volatility
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