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其他書名	New Tools for Mitigating Project Complexity
出版	Project Management Institute, 2013
URL	http://books.google.com.hk/books?id=ug8SngEACAAJ&hl=&source=gbs_api

註釋During the last decade, many studies and research (e.g., Curlee & Gordon, 2011) showed that projects have many characteristics in common with living systems and, in wider terms, with the complex adaptive systems (CAS). An analysis of the Standish Group statistics of the last decade (2000-2009) shows a contradiction: a significant downward trend of failed projects (from 23% in 2000 to 15% in 2004), followed by a rise, to a level worse than the starting one (24% in 2009). The authors believe that the reason for this inversion of trend lies in the increase of uncertainty and complexity of the operational contexts that project, program, and portfolio managers must deal with. While it is true that factors like uncertainty and variability of the project context cannot be easily managed, it is also true that ignorance is a key complexity amplifier, i.e., the inadequate knowledge of the information available and the relationships among the elements involved. The authors suggest that the digital material of a project generally considered irrelevant or useless can provide valuable information to explore the stakeholders' world and the strengths/weaknesses of the communication network of a project. The paper begins by discussing CAS and identifies its typical characteristics. It then explores stakeholder's networks. It identifies useful measures for the governance of the project and describes digital communication.