New product development projects are experiencing increasing internal and external project complexity. Complexity leadership theory proposes that external complexity requires adaptive and enabling leadership, which facilitates opportunity recognition (OR). We ask whether internal complexity also requires OR for increased adaptability. We extend a model of EO and OR to conclude that internal com...

This paper explores the nature of complexity in Supply Chain Management (SCM) projects. We find three aspects to be critical in SCM projects: SCM business processes, information systems, and organizations (internal and external). We also argue that in essence, SCM projects are complex, demonstrating structural complexity, uncertainty, and interdependence between elements, all in a unique contex...

This paper shows how parameterized computational complexity theory is better than previously-used theories of computational complexity , e.g., NP-completeness, at both measuring the power of computational models of cog-nitive systems and isolating the sources of this power. This point is illustrated with new param-eterized analyses of two current constraint-based models in linguistics, Declarat...

Large IT service management (ITSM) project has high complexity and low success in implementation. Five common killer assumptions are selected from Warfield’s 17 Killer Assumptions through empirical analysis. Enterprise interview and questionnaire survey are used to establish and verify the relational model between the root risk factors of implementation of the ITSM project and the six complexit...

The central question of this paper is: How can design of Program Management contribute to the success of complex software implementations? Incomplete goal specifications, lack of communication, and underestimation of project complexity are signs of insufficient program and project management. To avoid these pitfalls, we will propose ways that have worked well in recent complex multi-project ERP...