The Complexity of Decision-Making in Large Projects with Multiple Partners: Be Prepared to Change

Roger Miller and Brian Hobbs
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Roger Miller: Ecole Polytechnique in Montreal
Brian Hobbs: University of Quebec at Montreal (UQAM)

Chapter 18 in Making Essential Choices with Scant Information, 2009, pp 375-389 from Palgrave Macmillan

Abstract: Abstract All large projects can be considered complex. They have the characteristics identified by Williams (1999) as sources of complexity, i.e. structural complexity, in that they are composed of many interrelated components, subsystems and technologies and also uncertainty. The sources of uncertainty include the technology, the political and social environment and the market, with many interactive effects among them. The types of projects discussed here have additional characteristics that further increase their complexity and the difficulty of managing them.

Keywords: Large Project; Business Case; Infrastructure Project; Complex Project; Strategic Option (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23683-7_18

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DOI: 10.1057/9780230236837_18

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