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

In: Making Essential Choices with Scant Information

Author

Listed:
  • Roger Miller

    (Ecole Polytechnique in Montreal)

  • Brian Hobbs

    (University of Quebec at Montreal (UQAM))

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.

Suggested Citation

  • Roger Miller & Brian Hobbs, 2009. "The Complexity of Decision-Making in Large Projects with Multiple Partners: Be Prepared to Change," Palgrave Macmillan Books, in: Terry M. Williams & Knut Samset & Kjell J. Sunnevåg (ed.), Making Essential Choices with Scant Information, chapter 18, pages 375-389, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-23683-7_18
    DOI: 10.1057/9780230236837_18
    as

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    Citations

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    Cited by:

    1. Rauniar, Rupak & Rawski, Greg, 2012. "Organizational structuring and project team structuring in integrated product development project," International Journal of Production Economics, Elsevier, vol. 135(2), pages 939-952.
    2. Martijn Leijten, 2013. "Real-world decision-making on mega-projects: politics, bias and strategic behaviour," Chapters, in: Hugo Priemus & Bert van Wee (ed.), International Handbook on Mega-Projects, chapter 4, pages 57-82, Edward Elgar Publishing.
    3. Gregory, Julian, 2020. "Governance, scale, scope: A review of six South African electricity generation infrastructure megaprojects," Utilities Policy, Elsevier, vol. 66(C).
    4. Knut Samset, 2013. "Strategic and tactical performance of mega-projects – between successful failures and inefficient successes," Chapters, in: Hugo Priemus & Bert van Wee (ed.), International Handbook on Mega-Projects, chapter 2, pages 11-33, Edward Elgar Publishing.

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