ABSTRACT
This conclusion presents some closing thoughts on the concepts discussed in the preceding chapters of this book. The book attempts to apply ideas from complexity theory to project management with the aim of throwing some light on why complex projects are so difficult to manage. It suggests that the source of complexity might be a useful way of thinking about the complex issues to be managed in many projects. The book recognises that any process of categorisation is fraught with problems through omissions in the process of classification or because many projects falls between the categories or, exhibit any number of combinations of the categories. Nevertheless categories are useful to help you think about the different management challenges that might be associated with each source of complexity. It also provides the examples of tools come from practitioners and academics kind enough to share their knowledge and experience, and from the author's own experience in practice, consulting and teaching Masters of Project Management students, many of whom come to the university with many years of practical experience.
