In Chapter 9 Controlling Chaos? The Value and the Challenges of Applying Complexity Theory to Project Management Kaye Remington and Roxanne Zolin write… Given that it is theoretically impossible to predict outcomes in a complex system with any kind of accuracy we must ask the question whether it is possible to provide some kind of forewarning to practitioners and key stakeholders. Ideally a forewarning system could alert key stakeholders to the fact that they are not dealing with a run- of-the-mill project but something that requires extraordinary management (p. 126-127).Are there ways that feedback can be implemented in the project program and portfolio environment?
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