ABSTRACT
Defining the role capabilities needed in managing a complex project can be very challenging. Role definitions really need to be revisited and redefined at the beginning of every phase of the project when team and personnel changes may be expected as a result of the different nature of the activities in each project phase. There is a qualitative difference between the role capability requirements for a complex project in comparison to a simple project. Managing complex projects is a higher-order management activity. Recent research has revealed that in complex projects role capabilities needed by project managers and executive sponsors are substantially different from those required for simple projects. Essentially research indicates that the project executive sponsor role is responsible for providing good governance for the project. In experienced project managers may need significant mentoring and support in order to negotiate the politics of many organisations.
