In our 2016 Roundtable Series we looked specifically at “Contracting for Success in Complex Projects”. For our 2018 Series we look to build on the successful outcomes from that series, specifically focusing on the most vexing issue; What does Leadership for Success in Complex Projects mean?
Project Leadership: the game changer in large scale complex projects
Background
In Kaye Remington’s publication “Leading Complex Projects” she writes:
“When this book was still a germ of an idea, Jonathan Norman, from Gower Publishing, posed an important question about leadership of complex projects. He asked: ‘Who is the leader?”
The answer to that question, strongly supported by the results from our research, is that in a complex project or programme there is rarely one leader. A complex project or programme is a multi-level endeavour involving numerous different groups and individuals, a kind of macro-team activity. Although certain individuals might be required to take overt leadership roles at critical times, the command-control notion of a single leader stems from a simpler world view. The many levels of leadership in a complex programme or project must somehow coalesce – individuals, teams, organisations and environment. Highly networked groups interact, each group having a small but significant impact on the overall carriage of the project.”
Remington, K (2011) Leading Complex Projects, Gower Publishing, Surry, England
Who is the Leader?
Additional Reading
ICCPM Taskforce
Report
2016 Roundtable Series Findings Paper: Contracting for Success in Complex Projects
