Lagomizing, organic integration, and systems emergency wards

innovative practices in managing complex systems development projects

Many studies have advocated for using flexible and adaptive approaches when managing projects. But the suggestions for using these approaches are often ungrounded in effective managerial practices. This article examines a practice-oriented approach for developing complex development projects in the telecom industry, one that enables project managers to reduce project complexity and control the consequences of complexity. In doing so, it overviews the intersection between projects and innovation, noting how the field's lack of empirical analysis on using innovative approaches for managing complex projects is affecting practitioners and researchers. It lists the three challenges involved in managing complex systems development projects, adding that the traditional project success criteria (time, cost, scope) are unsatisfactory for gauging the success of complex projects.
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