In this monograph we outline and discuss the process and findings of the inquiry into the implications of complexity theory for project management theory and practice, which was generously supported by the Project Management Institute (PMI). We wish to thank PMI for giving us this opportunity to engage in, and contribute to, the pertinent and lively discussion about complexity in and of projects, which seems to have emerged in response to the growing concern about the dominance of various versions of control theory, operations research, systems theory, and instrumentalism in the studies of projects, project management, and project settings in general. A growing body of extant critique, emerging propositions, and research ...

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