ABSTRACT
The importance of project capability has grown beyond the ability to create a competitive advantage; effective project capability is a key to our existence. Projects are the instruments of change to develop and deploy new technology to enable the survival of an ever-increasing population on an exceedingly polluted planet with diminishing resources. Projects are an endeavour into the unknown and uncertainty affects all aspects of projects as well as management science. After 40 years of research into a definition of project success, the result is inconclusive. The definition of uncertainty itself is uncertain. Today's traditional risk management has multiple limitations and shortcomings. First, project problems are not caused exclusively by risk. Second, risk management does not apply to problem-solving or decision-making under uncertainty. Seeking ways to improving risk management is a quest for faster horses; we need a vehicle called uncertainty management to get our projects succesfully over the finish line. Part I of this book provides a theoretical foundation for uncertainty management based on systems thinking. Part II contains practical models, tools, and techniques to reduce uncertainty in a project through the following strategies:
Raising information awareness
Increasing information availability
Improving the effective use of information
Maximizing information efficiency.
