Remington, K & Pollack, JB 2007, Tools for Complex Projects, Gower Publishing Limited, England.
Crawford, L, Cooke-Davies, T, Hobbs, BJ, Labuschagne, L, Remington, K & Chen, P 2008, 'Governance and Support in the Sponsoring of Projects and Programs', Project Management Journal, vol. 39S, pp. 43-55.
Several factors have combined to draw attention to the importance of sponsoring projects and programs. One factor is that after several decades of attempting to improve success rates of projects by focusing on project-based management and the project management competence of practitioners, convincing evidence demonstrates that success or failure of projects is not entirely within the control of the project manager and project team. Contextual issues are crucial in influencing the progress and outcomes of projects, and a key theme that has emerged is the importance of top management support.
Helm, J & Remington, K 2005, 'Effective Sponsorship: An Evaluation of the Role of the Executive Sponsor in Complex Infrastructure Projects by Senior Project Managers', Project Management Journal, vol. 36, no. 3, pp. 51-61.
Project management literature frequently refers to the role of the project executive sponsor, but does not address in any great depth the factors contributing to effective project sponsorship, a role increasingly associated with project success. Most research about key project roles addresses either structural or behavioral factors with a definite emphasis on the former. This research attempts to bridge an emerging structural-behavioral schism using an approach based on Grounded Theory, involving in-depth interviews with senior project managers and project directors, all of whom were involved with the management of internal infrastructure projects.
Remington, M 2017, 'An Inherent Complexity: Projects and Organizations' in Cambridge Handbook of Organizational Project Management, Cambridge University Press, UK, pp. 311-325.View/Download from: Publisher's site
This comprehensive volume provides views from a wide range of international scholars researching OPM at a cross-disciplinary level.
Remington, K & Pollack, JB 2014, 'Requisite Variety and Decision Making in Complex Projects' in Lundin, R & Hallgren, M (eds), Advancing Research on Projects and Temporary Organizations, Copenhagen Business School Press and Liber, Copenhagen, pp. 234-250.
Project leaders real responsible for making decisions in contexts where at least some parameters are unknown, and even unknowable. Decisions from which critical actions ensue are made under extreme pressure of time and often without access to sufficient or relevant information. Debates promulgating the virtues of simplicity over complexity, and vice versa, have in one form or another been running for thousands of years, although the urge towards simplification continues to dominate scientific research and management (including project management ) practice. However, the current resurgence of interest in complexity, particularly in the light of recent world events that can only be explained by nonlinearity and emergence, provides renewed emphasis for a discussion about how we tackle difficult issues under conditions characterized by nonlinearity and emergence. Nonetheless, the general management, project management, and professional literatures tend to maintain an emphasis on the virtues of simplification of both the problem definition and its solution. This chapter provides a counterpoint, through discussion of persistent themes of reuisite variety within the philosophy of science, before discussing how these ideas can inform decision making in complex contexts. The literature is then consolidated to explore necessary conditions for robust decision-making in complex projects.
Remington, K & Pollack, JB 2011, 'Tools for Complex Projects' in Cooke-Davies, T (ed), Aspects of Complexity: Managing Projects in a Complex World, Project Management Institute, Newtown Square, Pennsylvania, pp. 29-40.
This chapter first defines the differences between a tool or technique, a methodology, and a theory. It then describes the results of research carried out by the authors by focusing on the tools, techniques, or approaches developed by senior project managers specifically to address highly complex projects. Selected tools are discussed in more detail. The chapter concludes with a discussion of tools in application.
Remington, K, Leigh, EE & Ragsdell, G 2007, 'Designing Courses for Tomorrow's Project Managers, A Case Study from the University of Technology, Sydney' in Dingli, SM (ed), Creative Thinking: Designing Future Possibilities, Malta University Press, Malta, pp. 117-125.
Ragsdell, G & Remington, K 2006, 'Linking Communities of Practice and Project Teams in the Construction Industry' in Coakes, E & Clarke, S (eds), Encyclodedia of Communities of practice in Information and Knowledge Management, Idea Group Inc., Hershey, P.A., USA, pp. 335-339.
Remington, K 2003, 'Project Management' in Best, R, Langston, C & de Valance, G (eds), Workplace Strategies and Facilities Management, Butterworth-Heineman, Oxford, UK, pp. 220-239.
Kokotovich, V & Remington, K 2007, 'Enhancing Innovative Capabilities: Developing creative thinking approaches with tomorrow's project managers', IRNOP Conference 2007, IRNOP VIII Project Research Confernce 2007, Centrim - University of Brighton, Brighton University, UK, pp. 1-30.
Project managers need to adopt creative approaches to problem solving in order to deal with difficult management challenges posed by complex projects. Both the pressure of time and a pedagogical emphasis on analytical thinking may inhibit creative solution finding. There is also evidence of a generally tendency towards premature solution finding and validation structuring activities accompanied by an inclination to justify solutions once they have been developed rather than explore further. The danger is that solutions obtained using traditional analytical methods may be sub-optimal. Particularly in complex projects, project managers use creative thinking to find new ways around problem situations, facilitate creative problem solving within the project team or with various stakeholder groups and provide an integrating function to assist others in arriving at appropriate and agreed ways forward. This paper combines thinking and research from two separate disciplines, project management and design education. The results of recent controlled trials, which test ways of enhancing the quality of problem structuring and the quality of resulting solutions, are discussed as a key competence for the project manager. The approach tested aims at assisting the problem solver to emulate the processes used by expert designers when solving complex design problems. As design problems exhibit similar characteristics to some complex projects the approach may also be helpful with project teams and stakeholder groups when they are exploring options and developing solutions.
Remington, K & Pollack, JB 2008, 'Complex Projects: What are they and how can we manage them more effectively?', Proceedings of the 2008 AIPM Project Management Conference, AIPM Project Management Conference, Australian Institute of Project Management, Canberra, ACT, pp. 1-10.
The word `complex is now being widely used to describe projects which are extraordinarily difficult to manage and control. Are these projects just very difficult or do they exhibit special characteristics that entitle them to be called `complex? Some authors argue that so-called `complex projects are simply larger projects with more stakeholder issues. Nevertheless, there is a growing recognition amongst project practitioners and academics that particular projects seem to be more than just difficult and these projects have very special characteristics that pose extraordinary management challenges. This paper argues that these special projects exhibit aspects in common with `complex adaptive systems. If we accept that some projects behave in very different or unpredictable ways, how do we manage them? This is the practical question at the focus of this paper. Do approaches exist which will assist the practitioner with these special or `complex projects? The paper presents a discussion of project complexity using `complex adaptive systems thinking as a lens. Findings from part of a continuing research program are presented and discussed
Sankaran, S, Remington, K & Turner, CR 2008, 'Relationship between Project Governance and Project Performance: A Multiple Case Study of Shutdown Maintenance Projects in a Maritime Environment', 2008 PMI Global Congress Proceedings, PMI Global Congress Asia Pacific Project Management Conference, Project Management Institute, Sydney, pp. 1-9.
Cooke-Davies, T, Crawford, L, Hobbs, BJ, Labuschagne, L & Remington, K 2006, 'Exploring The Role of The Executive Sponsor', Proceedings PMI Research Conference 2006, PMI Research Conference, Project Management Institute, Montreal, Canada, pp. 1-22.
Remington, K 2006, 'Initiating the Wicked Project: Managing a Special Type of Complexity', IRNOP VII Project Research Conference, International Research Network on Projects, Publishing House of Electronics Industry, Xi'an, China, pp. 752-762.
Remington, K & Pollack, JB 2006, 'Complex Infrastructure Projects: A systemic model for management', Sustaining our Social and Natural Capital, ANZSYS Conference, Publishing House of Electronics Industry, Katoomba, Australia, pp. 464-471.
Remington, K & Ragsdell, G 2006, 'Managing Knowledge in Construction Projects: Examining the Contribution of Communities of Practice', AUBEA 2006 Proceedings, Australian Universities Building Education Association Annual Conference, University of Technology Sydney, Sydney, Australis, pp. 1-12.
Helm, J & Remington, K 2005, 'Adaptive Habitus?Project Manager's Evaluation of the Role of the Executive Sponsor in Complex Projectts', EURAM 2005, EURAM, European Academy of Management, Munich, Germany, pp. 1-22.
Remington, K & Crawford, L 2004, 'Illusions of Control: Philosophical Foundations for Project Management', IRNOP VI Project Research Conference, Abo Akademi University Press, Turku, Finland, pp. 128-153.
Remington, K & Pollack, JB 2002, 'Stakeholder Management for Project Success', IPMA Conference Proceedings 2002 - Making the Vision Work, GPM, Berlin, Germany.