PART II
Applying Complexity Thinking to Assign Key Project Team Members

Projects sometimes fail because the key project leadership positions are filled with individuals who are not sufficiently skilled and practiced to make the appropriate managerial decisions about the project, build and sustain a high-performing project team, and adapt to changes as the project unfolds. The Project Complexity Model can be used to make appropriate leadership assignments on a complex project.

In Chapter 4 we present the competencies required to manage complex projects—both traditional and emerging skills. In addition, we discuss the various members of the project leadership team and the need for collaborative team leadership.

In Chapter 5 we present a typical career path for project leaders and a career path for emerging managers of complex projects. A proven model for successful leaders of organizations is reviewed and applied to leaders of projects. Finally, we describe the process of assigning project leaders to complex projects using our model.