Kaye Remington and Julien Pollack have extensive experience in extending project management concepts into many fields in practice, education and research, integrating material from fields not traditionally associated with project management. Kaye Remington has 25 years project management and senior management experience and until very recently was Course Director of the Master of Project Management program at the University of Technology Sydney. Julien Pollack has experience in the delivery of complex strategic development projects and has recently been awarded national and international awards for applied research in project management and systems thinking.

’Tools for Complex Projects is informative and well written, and it blends theory and practical advice effectively, presenting a useful range of tools that engage the reader in contemplating technique and high level issues in programme and project management.’ Michael Earle MIRM, Group Exploration Manager, Aurelian Oil & Gas, The Institute of Risk Management This is an excellent, well presented, practical volume written by project managers for project managers.' - Economic Outlook and Business Review 'In this different book about Project Management the authors have blended elements from complexity theory to throw light on why complex projects are particularly challenging to manage. They build a model of four types of project complexity by drawing upon the work of many other writers. The examples of tools come from practitioners and academics. An early and important point is made that the book is not a step by step prescriptive methodology. Rather it is a palette of tools and approaches from which managers can select to improve the management of their projects. Tools for Complex Projects is supported by appropriate bibliography and the use of many tables, figures, diagrams, and other visual aids that strengthen the book's important messages.' David Cleland, Professor Emeritus in the School of Engineering, University of Pittsburgh 'Tools for Complex Projects makes two major contributions to our understanding of projects. First, it elaborates on the very nature of projects as being complex and complicated due to contemporary business and organizational circumstances. To this end, we are given several explanations to the management challenges that are at hand. Second, the authors outline a set of tools and techniques that can be used to better handle complex projects. It is not a "how to" book in the traditional way. Neither is a "must do" book. Rather the reader is given access to a number of different approaches that could be used to improve the daily practi

• 1: What is a Complex Project?; I: Types of Project Complexity: Character and Management; 2: Where Complexity Comes From in a Management Context; 3: Structurally Complex Projects; 4: Technically Complex Projects; 5: Directionally Complex Projects; 6: Temporally Complex Projects; II: Tools and Techniques; 7: Guide to the Tools; 8: Mapping the Complexity; 9: System Anatomy; 10: Target Outturn Cost; 11: Programme Tool; 12: Role Definition; 13: Jazz (Time-Linked Semi-Structures); 14: Multimethodology in Series; 15: Multimethodology in Parallel; 16: Virtual Gates; 17: Risk Interdependencies; 18: Temporal Cost/Time Comparison (TCTC); 19: Kokotovich Triad; 20: Stanislavski's Method; 21: Discursive Universe; 22: Conclusion

Kaye Remington and Julien Pollack have extensive experience in extending project management concepts into many fields in practice, education and research, integrating material from fields not traditionally associated with project management. Kaye Remington has 25 years project management and senior management experience and until very recently was Course Director of the Master of Project Management program at the University of Technology Sydney. Julien Pollack has experience in the delivery of complex strategic development projects and has recently been awarded national and international awards for applied research in project management and systems thinking.

’Tools for Complex Projects is informative and well written, and it blends theory and practical advice effectively, presenting a useful range of tools that engage the reader in contemplating technique and high level issues in programme and project management.’ Michael Earle MIRM, Group Exploration Manager, Aurelian Oil & Gas, The Institute of Risk Management This is an excellent, well presented, practical volume written by project managers for project managers.' - Economic Outlook and Business Review 'In this different book about Project Management the authors have blended elements from complexity theory to throw light on why complex projects are particularly challenging to manage. They build a model of four types of project complexity by drawing upon the work of many other writers. The examples of tools come from practitioners and academics. An early and important point is made that the book is not a step by step prescriptive methodology. Rather it is a palette of tools and approaches from which managers can select to improve the management of their projects. Tools for Complex Projects is supported by appropriate bibliography and the use of many tables, figures, diagrams, and other visual aids that strengthen the book's important messages.' David Cleland, Professor Emeritus in the School of Engineering, University of Pittsburgh 'Tools for Complex Projects makes two major contributions to our understanding of projects. First, it elaborates on the very nature of projects as being complex and complicated due to contemporary business and organizational circumstances. To this end, we are given several explanations to the management challenges that are at hand. Second, the authors outline a set of tools and techniques that can be used to better handle complex projects. It is not a "how to" book in the traditional way. Neither is a "must do" book. Rather the reader is given access to a number of different approaches that could be used to improve the daily practi

• 1: What is a Complex Project?; I: Types of Project Complexity: Character and Management; 2: Where Complexity Comes From in a Management Context; 3: Structurally Complex Projects; 4: Technically Complex Projects; 5: Directionally Complex Projects; 6: Temporally Complex Projects; II: Tools and Techniques; 7: Guide to the Tools; 8: Mapping the Complexity; 9: System Anatomy; 10: Target Outturn Cost; 11: Programme Tool; 12: Role Definition; 13: Jazz (Time-Linked Semi-Structures); 14: Multimethodology in Series; 15: Multimethodology in Parallel; 16: Virtual Gates; 17: Risk Interdependencies; 18: Temporal Cost/Time Comparison (TCTC); 19: Kokotovich Triad; 20: Stanislavski's Method; 21: Discursive Universe; 22: Conclusion

Kaye Remington and Julien Pollack have extensive experience in extending project management concepts into many fields in practice, education and research, integrating material from fields not traditionally associated with project management. Kaye Remington has 25 years project management and senior management experience and until very recently was Course Director of the Master of Project Management program at the University of Technology Sydney. Julien Pollack has experience in the delivery of complex strategic development projects and has recently been awarded national and international awards for applied research in project management and systems thinking.

’Tools for Complex Projects is informative and well written, and it blends theory and practical advice effectively, presenting a useful range of tools that engage the reader in contemplating technique and high level issues in programme and project management.’ Michael Earle MIRM, Group Exploration Manager, Aurelian Oil & Gas, The Institute of Risk Management This is an excellent, well presented, practical volume written by project managers for project managers.' - Economic Outlook and Business Review 'In this different book about Project Management the authors have blended elements from complexity theory to throw light on why complex projects are particularly challenging to manage. They build a model of four types of project complexity by drawing upon the work of many other writers. The examples of tools come from practitioners and academics. An early and important point is made that the book is not a step by step prescriptive methodology. Rather it is a palette of tools and approaches from which managers can select to improve the management of their projects. Tools for Complex Projects is supported by appropriate bibliography and the use of many tables, figures, diagrams, and other visual aids that strengthen the book's important messages.' David Cleland, Professor Emeritus in the School of Engineering, University of Pittsburgh 'Tools for Complex Projects makes two major contributions to our understanding of projects. First, it elaborates on the very nature of projects as being complex and complicated due to contemporary business and organizational circumstances. To this end, we are given several explanations to the management challenges that are at hand. Second, the authors outline a set of tools and techniques that can be used to better handle complex projects. It is not a "how to" book in the traditional way. Neither is a "must do" book. Rather the reader is given access to a number of different approaches that could be used to improve the daily practi

• 1: What is a Complex Project?; I: Types of Project Complexity: Character and Management; 2: Where Complexity Comes From in a Management Context; 3: Structurally Complex Projects; 4: Technically Complex Projects; 5: Directionally Complex Projects; 6: Temporally Complex Projects; II: Tools and Techniques; 7: Guide to the Tools; 8: Mapping the Complexity; 9: System Anatomy; 10: Target Outturn Cost; 11: Programme Tool; 12: Role Definition; 13: Jazz (Time-Linked Semi-Structures); 14: Multimethodology in Series; 15: Multimethodology in Parallel; 16: Virtual Gates; 17: Risk Interdependencies; 18: Temporal Cost/Time Comparison (TCTC); 19: Kokotovich Triad; 20: Stanislavski's Method; 21: Discursive Universe; 22: Conclusion