ABSTRACT
Directionally complex projects are perceived as complex because of three main factors: the number of different elements involved in the project; the interconnections between the different elements; and the ambiguous nature of the different elements. These projects present enormous challenges to senior executives and auditors. The role of the executive sponsor in a directionally complex project is much like that of an artistic director sponsoring the introduction of a new and highly experimental ballet. The artistic director must provide ad hoc support and guidance and demonstrate trust in the choreographer and the company in order to produce a master-work. As directional complexity is likely to be highest in the early phases of a project, the project team might only consist of one or two people performing coordinating activities. In order to promote a sense of comfort for the stakeholders and the project team a key responsibility for the project manager is to communicate to others.
