The mixing of the term “complex project” with standard projects has resulted in the spread of risky ideas of how complex projects should be handled. These ideas have proven to be dangerous myths, however.
Myth 1:
Complex projects can be made successful with improved project management. Complex projects require general management expertise above all as well as experience in implementing change.
Myth 2:
The project can be made easier by focusing on specific topics. Complex projects are fundamentally varied and span different areas. Focusing oversimplifies things and jeopardizes its success.
Myth 3:
As the complex project becomes more concrete, the risks decrease. The more concrete the solution becomes, the stronger resistance to the project becomes
Myth 4:
Only projects that aren’t going well need management attention. All projects need management attention from the very beginning, but during implementation above all.
Myth 5:
Complex projects can be delegated to junior managers. Complex projects are very challenging. Relevant management experience is needed here – and it has to fit the company management’s needs.
Myth 6:
Complex projects can be executed alongside day-to-day business. Complex projects require different things than day-to-day business. Innovative energy and the will to change things are essential.
Myth 7:
The organization can learn from the failure of complex projects. Project failures are demotivating and make the organization resistant to new projects.
