Roger Miller

TL;DR: In this article, the authors developed an experience-based theoretical framework that will allow managers to understand and respond to the complexity and uncertainty inherent in all large-scale engineering projects, including the Boston Harbor cleanup; the first phase of subway construction in Turkey; a hydro dam on the Caroni River in Venezuela; and the construction of offshore oil platforms west of Flor, Norway.

TL;DR: The authors showed that successful projects are not selected but shaped with risk resolution in mind, rather than evaluating projects at the outset based on projections of the full sets of benefits, costs and risks over their lifetime.

TL;DR: The authors in this article investigated how managers define R&D effectiveness and what metrics they use to measure it and found that while the three top metrics are unchanged over the past 15 years, there were significant differences in metrics used depending on the industry type.

TL;DR: All large projects can be considered complex, in that they are composed of many interrelated components, subsystems and technologies and also uncertainty, and have additional characteristics that further increase their complexity and the difficulty of managing them.