The complexity of decision-making in large projects with multiple partners: Be prepared to change

Making Essential Choices with Scant Information: Front-End Decision Making in Major Projects

Volumn , Issue , 2009, Pages 375-389

  Miller, Roger ^a   Hobbs, Brian ^b  

^a ÉCOLE POLYTECHNIQUE DE MONTRÉAL   (Canada)

^b UNIVERSITÉ DU QUÉBEC À MONTRÉAL   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 85009279410     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1057/9780230236837     Document Type: Chapter

References (7)

1. Cleland D and Ireland L. (2006) Project Management: Strategic Design and Implementation (5th edition). McGraw Hill: New York.
2. Haggar K and Miller R. (2008) Managing IT projects, working paper. Jarislowsky Chair in Project Management. école Polytechnique: Montreal, Canada.
3. Miller R and Floricel S. (2001) The governability of projects. In: Miller R and Lessard D (eds). The Strategic Management of Large Engineering Projects; Risks, Governance and Institutions. MIT Press: Cambridge, Mass.
4. Miller R and Lessard D. (2001) The Strategic Management of Large Engineering Projects; Risks, Governance and Institutions. MIT Press: Cambridge Mass.
5. Miller R and Olleros X. (2007) The dynamics of games of innovation. International Journal of Innovation Management 11 (1): 37-64.
6. Mintzberg H. (1994) The Rise and Fall of Strategic Planning. The Free Press: New York.
7. Williams T. (1999) The need for new paradigms for complex projects. International Journal of Project Management 17 (5): 269-273.