ABSTRACT
Large-scale complex projects are known to be the prime enablers of business and social change; they are also vital contributors to future business success, although they are notoriously difficult to manage. Despite the growing number of complex projects implemented around the world, most complex projects fail to meet their objectives and experience substantial cost and schedule overruns. This chapter argues that evaluating success and failure factors in complex projects are important, as the meaning of success may vary in complex projects. Some failure factors have already been identified in the literature. For example, H. Thamhain revealed that the main causes of project failure stem from a lack of competent and effective leadership, lack of management commitment, instability of project team and redesign or changing project requirements. The research methods used in the project management literature on complex project topics appear to be more or less positivistic.
