CONTENIDO: 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
