NTNU2011

= Project Management, Specialization =

Fall 2011
Students at the Master of Science in Project Management (PROMAN) should choose among the following three specialization projects according to their electives. - Students who have chosen TIØ4265 Strategic Management and another of the TIØ electives should choose TIØ5230 Project Management, Spec. Project at IØT - Students who have chosen TPK electives should choose TPK4500 Project Management, Spec. Project at IPK - Students who have chosen TBA electives should choose TBA4530 Project Management and Construction Engineering, Spec. Project at BAT Students who take Project Management as their main profile within a 5-year integrated study program **must** take the Specialisation Project which corresponds to their study program. For each Specialisation project there is a corresponding Specialisation Course. You **must** take the Specialisation Course at the same department as your Specialization Project. Examinations are handled by the department giving the Specialization Project and you may thus have a different examination schedule from your classmates. Below is a list of the projects offered by the three departments. They are sorted according to department. Students should send an e-mail to tim.torvatn@iot.ntnu.no before 13/4-2011 with a prioritised list of up to three projects they would like to do. If there are more people on a project than the capacity of the supervisor, we will discuss solutions at that point in time. This is in order to give everyone a fair chance if some projects become very popular.
 * FREQUENTLY ASKED QUESTIONS:**
 * What specialisation do I choose?**
 * What about the specialisation Course?**
 * How do I choose projects?**

In such cases, the challenge is to find a suitable supervisor. Contact one of the following three coordinators and present your project to them. They should be able to help you with suggesting a supervisor. In the mail you send to Tim Torvatn (see above), please indicate a “self-defined” project and the suggested supervisor at the appropriate place on your list. Course coordinators: TIØ5230 at IØT: Tim Torvatn TBA5430 at BAT: Olav Torp TPK4500 at IPK: Bassam Hussein Please observe that self-defined projects are a possibility, but not a right. The best possible use of the supervisors is the paramount factor when deciding upon projects, and this may lead to you not being given your self-defined project.
 * What if I have my own suggestions for a suitable project?**

The normal situation is that the Master project is on the same area of expertise as the specialisation project. Thus, we will expect that you have the same supervisor for your Master project as for your specialisation project (or at least one from the same department). Interested in supplier and network management in project settings? We offer assignments which focus on how project-based companies design and manage supplier relationships and networks. The assignments focus on two types of challenges: 1) how a company chooses the types of relationships it would like to have to its suppliers, and if some of the relationships are to be linked together, thereby forming networks across projects 2) how the company in practice build up and manages supplier relationships and networks across projects The project assignments are related to the research project ‘Managing Supply’. In this project we focus on experiences of Norwegian companies in building up supplier relationships and networks. The overall aim is to create new knowledge on how Norwegian companies can achieve competitive advantages from improved management of supplier relationships and networks. The assignments ought to be based on literature on inter-organisational projects and supply management, and a case study. However, the assignment can be tailored to particular interest of the students. //Supervisor:// Associate professor Tim Torvatn, tim.torvatn@iot.ntnu.no
 * What about the Master project?**
 * PROJECT PROPOSALS:**
 * FOR TIØ5230 Project Management Specialization at IØT**
 * PROMAN 1: Management of supplier relationships and networks in project settings**

Problem statement: Services are difficult to handle in the sense that it is often problematic to assess the quality of a given service. Thus, when public services are offered up as contracts for private organizations, a challenge is for the public to follow how quality issues are handled. Example of such public services being offered for private contracts in Norway are hospitals and other care-giving institutions, transportation services and educational institutions. The projects should focus on one of the following areas: 1) Contract forms and building offers for contracts 2) Assessment of, and control with, quality levels at the contractor 3) Can private contracts improve innovation in services 4) How can private companies exploit the resource base for the service offering? //Supervisor:// Associate professor Tim Torvatn, tim.torvatn@iot.ntnu.no //Problem statement:// Research projects are special in many ways. They are more uncertain than most projects, carrying a lot of risk. It is also difficult to define the goals of the project, as well as the resources needed and thus also the costs likely to be incurred. In addition, from a purchasing point of view, it is also extremely difficult to evaluate the quality of the research work you purchase, both in advance and during the project, since you, by definition, do not have the relevant knowledge in-house to make such an evaluation. Because of all these factors, and many more besides, the purchasing of research projects are difficult purchases to handle. The project aims to discuss these problems and to look at ways to handle at least some of them. If possible, the project should include a case based on an organisation which actually purchases (or sells) research projects. //Prerequisites:// Obligatory courses in the Master of Science in Project Management Programme. //Supervisor:// Associate Professor Tim Torvatn, tim.torvatn@iot.ntnu.no or researcher Anandasivakumar Ekambaram (siva@sintef.no) Many of today’s organizations are not situated within a narrow geographical area. Other organizations are involved in collaboration with organizations outside their geographical domain, for example involved in international projects. Since project activities typically may consume up to 50% of available resources as well as being responsible for a comparable share of the value creation, it becomes paramount to manage these activities in an efficient and effective way. The objective of this report is to identify which challenges that confront such an organization and to develop possible solutions. Special emphasis should be put on identifying experiences from organizations in similar situations as well as identifying common mistakes and pitfalls. It will primarily be based on theoretical approaches, and the purpose is to create a foundation for further empirical studies during master thesis work. //Supervisor:// Associate professor Bjørn Otto Elvenes //Industrial contacts:// To be announced later Project management has now passed its infancy and is expected to deliver the results with less and fewer resources spent on operations as well as management, both directly and indirectly. Companies are following different strategies to achieve this, among them critically evaluating the project’s total value chain as well as adopting new technologies, among them virtualization of work. The purpose of this report is to investigate the challenges associated with virtualizing work in a project setting. Among the issues that can be investigated, are; - What is state of the art today? - What are the main challenges facing an organization that want to virtualize, and to what extent will these factors be contextually dependent? - Constructing and describing a model for planning and implementing virtualization. - Evaluate that might be the most important costs and benefits of virtualizing project work. If the project work turns out to be successful, then it might be continued as a master thesis work including participation from one or two industrial firms. //Supervisor:// Associate professor Bjørn Otto Elvenes //Industrial contacts:// To be announced later The concept of the project office is increasing in popularity. At the same time, reports indicate that not all manage to implement this concept in a suitable way or achieving the intended benefits of adapting this concept. The objective of this report is, through mostly theoretical studies, to identify why implementations fail and to suggest possible actions to avoid those pitfalls. It should cover internal as well as external causes as well as solutions. The purpose is to create a theoretical foundation as well as a questionnaire that can be used during master thesis work within this field. //Supervisor:// Associate professor Bjørn Otto Elvenes //Industrial contacts:// To be announced later More and more of a firm’s total values is associated with intangibles. This has increased the awareness around intellectual property issues, protecting as well as gaining access to knowledge deemed necessary for future survival and development. At the same time, much of this knowledge is developed through projects. The purpose of this report is to conduct a theoretical analysis of state of the art within this field. Furthermore, with the university and SINTEF as an example, to investigate what is done today and what needs to be done in the future to manage intellectual property within these two institutions. If successful, this study might be prolonged into a master thesis encompassing a selection of Norwegian firms. //Supervisor:// Associate professor Bjørn Otto Elvenes //Industrial contacts:// To be announced later Knowledge transfer is an important and challenging issue in project organizations. Several organizations apply information and communication technology (ICT) to promote knowledge transfer in their projects. ICT tools can include for instance knowledge database. This assignment will focus on, among other things, following questions: //Supervisor:// Researcher Anandasivakumar Ekambaram //Industrial contacts:// To be announced later Organizational culture (norms, attitudes, etc) can play a notable role in knowledge transfer and learning in project organizations. This assignment will attempt to look at, among other things, the following questions: //Supervisor:// Researcher Anandasivakumar Ekambaram //Industrial contacts:// To be announced later Several projects are conducted as cooperation between two or more organizations. This kind of cooperation can be complex and demanding. However, it can also lead to learning, at least for some participants of the project. This project assignment will look at the connection between learning and inter-organizational projects. In this regard, it can consider //Supervisor:// Researcher Anandasivakumar Ekambaram //Industrial contacts:// To be announced later  Co-ordinator: Olav Torp. For more information, please contact Olav Torp at 7359 4736. **PROMAN21: Governance and responsibilities in railway and air transport. Comparison of the evolving structures within the two sectors, and suggestions of possible future developments. ** Transportation is a project intensive industry. The railway industry of Europe has through the last two decades experienced substantial structural changes, with large national differences both in approach from the actors and speed of the changes. Major projects in railways tend to focus on delivering infrastructure or rolling stock. This project topic will focus on railway project in a life cycle perspective. It has been put forward that the railway industry could learn from the airline industry when it comes to the relation between the involved stakeholders, such as transport operating companies and the maintenance providers. Current status within the two fields of transport, functional requirements, basic structural similarities and differences and the main driving forces are all among the most important potential areas to focus on. Supervisor: Professor Nils Olsson, Dept. of Civil and Transport Engineering The project assignment will be carried out in co-operation with SINTEF, NSB and possibly other actors in the railway industry **PROMAN 22: Increasing transport robustness through railway scheduling ** Major infrastructure investments are typically the answer to many problems in the railway industry, such as delays and long travel times. This project assignment will focus on how the railway industry can direct investments to the right investment concepts, and how to make best possible use of investments in rolling stock and infrastructure. Poor punctuality is a major challenge for growth in the railway transport of people and goods in many European countries. Various limitations in infrastructure and rolling stock in addition to occurrence of a range of events make the overall railway system fragile. Robustness in the system can however be increased by a well-made schedule. The proposed task consists of a literature review on what robustness in scheduling is, how it can be achieved (techniques and methods), and present experiences from various countries and industries related to the railway industry. A case study incorporating actual delay data may also be included. Supervisor: Professor Nils Olsson, Dept. of transport and civil engineering The project assignment will be carried out in co-operation with SINTEF, NSB and possibly other actors in the railway industry **PROMAN 23: Robustness issues on single track railways ** Norway is presently considering building of the first single track high speed railway systems in the world. Other high speed systems are double track. If carried out, the high speed rail project will be one of the largest ones ever in Norway. Single-track railway systems are sensitive to delays, as a delayed train may lead to further delays on others. There are, however, conducted few studies on the matter. Input from studies of delay propagation may be used as input for decision support, ranking infrastructure projects, timetable scheduling and to achieve efficient use of rolling stock. The project proposal includes a literature review and case studies focusing on goods transport with initial delays (delays at starting point) and actual delay data. Supervisor: Professor Nils Olsson, Dept. of transport and civil engineering The project assignment will be carried out in co-operation with SINTEF and possibly actors in the railway industry The contract strategy has to be selected in the front-end of projects. Answer one or more of the following questions: · How can project owners use different contract strategies to reduce their responsibility for the uncertainty, and what will be the impacts of the reduced uncertainty? · Which information decides which contract strategy the project owner should select, and how will this information impact on this selection? · How can untraditional contract regulations, including partnering regulations, contribute to fewer conflicts and disputes in projects? · What are the differences between Build-Operate-Own-Transfer (BOOT), Build-Operate-Transfer (BOT), Design-Build-Finance-Operate (DBFO), Public-Private-Partnership (PPP) and Private-Finance-Initiative (PFI), and for what kind of projects are these models suited? Supervisor: Associate Professor Ola Lædre (ola.laedre@ntnu.no) It has been carried out several attempts to establish databases with pre-qualified suppliers, both for the construction industry and other industries. One advantage with such a database is that the suppliers just need to pre-qualify once, and not repeat almost similar procedures every time they want to participate in tender competitions. Both the supplier and the contracting party save resources and efforts on a simplified contracting process. How widespread are such supplier databases internationally, and who is responsible for them? Alternatively, what kind of supplier information should such a database contain? Supervisor: Associate Professor Ola Lædre (ola.laedre@ntnu.no)
 * PROMAN 2: Supplier-buyer relationships in private operation of public services**
 * PROMAN 3: Purchasing of research projects**
 * PROMAN 4: Managing total project activities within a geographically dispersed organization**
 * PROMAN 5: Virtual project collaboration**
 * PROMAN 6: Implementing the project office concept.**
 * PROMAN 7: Managing intellectual property in a project setting**
 * PROMAN 8: Knowledge transfer and ICT**
 * What are the main ICT-tools that the organization applies?
 * How and in which contexts does the organization apply the tools?
 * To what extent does the application produce the desired results?
 * What are the challenges related to implementation and application of such tools?
 * How can the knowledge transfer be improved?
 * PROMAN 9: Knowledge transfer and organizational culture**
 * How does organizational culture affect the knowledge transferring process?
 * Are there any challenges related to knowledge transfer in the organization, viewed from the cultural perspective?
 * If yes, what are they?
 * If no, what are the reasons for this?
 * Is there possibility to influence the culture in order to improve knowledge transfer in the organization?
 * If yes, how?
 * If no, what are the reasons for this?
 * PROMAN 10: Learning in inter-organizational projects**
 * The degree of relevance and importance of learning in inter-organizational projects
 * Possibilities and forms of the learning
 * Challenges of the learning
 * Suggestions for tackling the challenges
 * FOR TBA4530 Project Management and Construction Engineering Specialisation at BAT**
 * PROMAN 24: Selection of contract strategy**
 * PROMAN 25: Supplier databases**

Conflicts within building and construction projects are often extensive, and at the same time details can be conclusive. The monetary sums at stake are often large, so the involved parties can be willing to use a lot of resources in order to promote their case. Establishing Dispute Resolution Boards has been used in an attempt to prevent conflicts, which can be both time and money consuming. What is a Dispute Review Board, how widespread is the use and is it possible to find other approaches with larger effect? Supervisor: Associate Professor Ola Lædre (ola.laedre@ntnu.no) What is sustainable investments, and which indicators can be used to measure whether an investment is sustainable or not? Another approach is to study to what extent selected international companies has adapted the philosophy of the Corporate Social Responsibility-theory (if they in addition to financial sustainability also focus on social and environmental sustainability). Supervisor: Associate Professor Ola Lædre (ola.laedre@ntnu.no) Several methods and techniques has been developed and introduced to help decision makers make the right choice of alternative. This is a big challenge in situations where the choice is based on several goals or several criteria for decision. There is a tendency for researchers and consultants to make the models and analysis very complex (just like the choice of alternative itself), while the decision makers tends to ask for more simplified models and analysis to help them understand the situation. Can these two perspectives meet somehow? Simple models in a complex world - how is it possible? Supervisor: Associate Professor Ola Lædre (ola.laedre@ntnu.no) Latest years it is done a lot of research on how to do uncertainty analyses. Now is the focus how to manage the uncertainty in the projects, both related to the use of results from the analyses, and the daily uncertainty management? This problem could include: Supervisor: Associate Professor Olav Torp (olav.torp@ntnu.no) / Assistant Professor Frode Olav Drevland (frode.drevland@ntnu.no). All project descriptions should include the purpose of the project and its goals. Often a set of success criteria is included too. Some of these are well defined and easy to evaluate against. Some success criteria will speak loudly of success or failure. Some of them are quantitative and measurable. Many of them, however, are more difficult to measure and thus more difficult to interpret or evaluate. Examples may be found within aspects of environmental influence, organizational effect, safety etc. The task includes identifying such success criterions, and discusses how measurement methods and evaluations can help determine project success. How should one evaluate a qualitative and subjective success criterion? Can improved methods help? Supervisor: Associate Professor Ola Lædre (ola.laedre@ntnu.no) The explanation when a project has a (huge) cost or time overrun often is that the project wasn’t mature enough when the important decisions were made. There are a lot of project maturity measures (PDRI- Project Definition Rating Index, Berkeley PM maturity Model, BI Project Maturity Model etc.). Is maturity measure the answer? Give an overview of project maturity models. Select the most important models and make an evaluation and comparison. Supervisor: Associate Professor Olav Torp (olav.torp@ntnu.no) / Assistant Professor Frode Olav Drevland (frode.drevland@ntnu.no). **PROMAN 32: New Construction process ** New Information and communication technology, Lean Construction, Lean Design, Virtual Design and Construction etc are initiatives that will affect the Building process. The project work/master thesis is expected to draw a picture of status, potentials and limitations of these initiatives. Supervisor: Associate Professor Ole Jonny Klakegg (ole.jonny.klakegg@ntnu.no). **PROMAN 33: The building process – a network of parties ** The building process could be described as a network of different parties. What does the relation represent in such networks, and how do the relations affect cooperation, competition and quality? What consequences do the contracts have in such networks? Supervisor: Associate Professor Ole Jonny Klakegg (ole.jonny.klakegg@ntnu.no). **PROMAN 34: Does the construction industry have learning difficulties? ** The construction industry appear to be inadaptable, little innovative and unable to learn from its mistake. What conditions or forces cause this? Supervisor: Associate Professor Ole Jonny Klakegg (ole.jonny.klakegg@ntnu.no). **PROMAN 35: Organizing the owner function in construction projects. ** How should the owner function (the role as a project owner) be handled in order to secure as good as possible strategic decisions, especially in a multi-owner situation (to avoid sub-optimization)? Supervisor: Associate Professor Ole Jonny Klakegg (ole.jonny.klakegg@ntnu.no). These suggestions are preliminary drafts. The student should develop the topics further together with supervisor.  Co-ordinator: Bassam Hussein. For more information please contact Bassam Hussein at 73593804
 * PROMAN 26: Dispute Review Board**
 * PROMAN 27: Sustainability**
 * PROMAN 28: Multi Criteria Decision Analysis**
 * PROMAN 29: Uncertainty Management**
 * Literature study on uncertainty management – how do the different literature describe uncertainty management?
 * State-of-the-art within uncertainty management
 * Mapping and describing how different organizations do their uncertainty management
 * PROMAN 30: How do you know this project was a success?**
 * PROMAN 31: Project Maturity**
 * FOR TPK5300 Project Management Specialisation at IPK**


 * PROMAN 40: Developing adaptive games to learn project risk management**

The traditional way of teaching project risk management is done by presenting the theory, concepts and methods in a series of lectures combined with a case study, Monte Carlo simulation and or reviewing a project in an attempt to put the new knowledge into practice. No doubt that the combination of lectures and assignments are useful but they provide an aid to explain and study only the methods and techniques in project risk management. However, effective learning and training in project risk management requires a learning setting that takes into account several factors such as; a) Projects evolve over time, that is the level of knowledge about the project and its environment increases overtime and hence information gap (uncertainty) decreases. The level of knowledge has direct impact on the type of measures that can be implemented in order to deal with risks. B) The learning setting should take into account participants experience and knowledge about developing and implementing a risk management process. C) Projects boundary conditions are changing including change of requirements, expectations, conditions and constraints. This is particularly true in IT-projects which are subject to technology changes, changing requirements, and shifting stakeholders support. D) The human factors, hidden agenda, personal objectives are usually omitted and can not be considered by using the traditional lectures, group work and assignments. The objective of this research is to develop a simulation game that can enhance training and learning project risk management by considering all of the above factors in game design. This research is recommended and well suited for creative students with vivid imagination. Knowledge and some experience in software programming could be an advantage but not a requirement.

Number of students: 1-2. Perquisite: TPK5100/TPK4115. Grade of B or better Location: open //Supervisor//: Bassam Hussein
 * Target group: Think outside the box. Work will be published in ISAGA conference in 2011**
 * PROMAN 41: Managing product innovation projects**

- Eco-marathon- The Shell Eco marathon project is an educational project in Europe supported by Shell. [] NTNU is planning to join 2011 competition with a multidisciplinary team from product design, material technology, energy and process engineering, project management and production engineering. The goal is to design and build a vehicle that will use the least fuel and produce the fewest emissions possible. In 2009, t eam NTNU was ranked nr. 3 in the overall UrbanConcept fuel consumption (1,246km/l) and ranked nr. 1 in lowest CO2 emission UrbanConept (2.6g/km) Assignment Shell ECO-Marathon should be an excellent opportunity for you if you would like to be a part of a team and to develop hands-on experience in managing innovation and development projects. Your job will be to help the team to set up clear and measurable goals and objectives, define, assess and mitigate product and project risks, build schedules and estimates and communicate with stakeholders and sponsors. In addition to these operational tasks you will be required to develop a through understanding of the characteristics this type of product development projects. Study and identify critical success factors for this type of projects. Target group: Students who likes to work with real life projects. Number of students 1-2 Perquisite: TPK5100/TPK4115 – a grade of B or better. Good working Knowledge of Norwegian is recommended. Location: NTNU //Supervisor:// Bassam Hussein Possibility to work as a student assistant in TPK5100 Although games are widely used in training and education in project management, research about using games to explore, generate and test hypothesis is uncommon or largely undocumented in the field of project management. The main objective of the research is to look into gaming as a prospective tool for research in project management, and compare it with other research methods. Identify the pros and cons of the method. Eventual master assignment will be based on the results of the specialization project. Number of students: 1-2. Perquisite: TPK5100/TPK4115. a grade of B or better Location: open Supervisor: Bassam Hussein Possibility to work as a student assistant in TPK5100 During the last 20 years there has been intensive research in project success criteria/priorities. There exist now several models that describe and classify theses criteria along project time line and according to stakeholder’s perspectives or according to project types and size. There is however strong indications that these priorities/criteria once are established in definition/planning phase they become subject to changes or totally altered during execution phase. The research should look and analyze the correlation between the criteria used, methods used to select these criteria and project performance and results. Goal: Work should be of high quality, results will be published in a journal/periodical Number of students: 1-2. Perquisite: TPK5100/TPK4115. a grade of B or better Supervisor: Bassam Hussein Possibility to work as a student assistant in TPK5100
 * PROMAN 42: Gaming simulation as a research method in project management.**
 * Target group: think outside the box. Work will be published in ISAGA conference in 2012**
 * PROMAN 43: A different look at project success**

The concept of project complexity has recently absorbed much attention due to the astonishing rate of failures in complex projects. There are various definitions in the literature on the concept of project complexity and different elements are mentioned as the main causes of complexity in projects. Remington et al. (2009) state that a complex project is a one that demonstrates a number of characteristics to a degree or level of severity that makes it extremely difficult to predict project outcomes. There is a consensus among authors that the conventional project management methods are inadequate for dealing with complexity in projects. According to Williams (1999) and Maylor (2009), current methods for measuring predictability in projects can not face anymore the stakes of ever-growing project complexity which results in damages or failures for projects. An important step in developing new methods for dealing with complex projects is to identify the shortfalls of conventional project management methods and the reason they are not adequate for dealing with the high level of uncertainty in complex projects. In this assignment the candidate should perform the following tasks: Supervisor Bassam Hussein Co-supervisor Sara Hajikazimi Changes are unavoidable in project enterprises. Changes in projects can be of different nature; changes in goal, strategy, plans, assumptions, etc. Changes can be seen negatively, especially in connection with planning and predictability. However, changes can be dealt with in an effective manner, so that negative effects of the changes can be eliminated or reduced. Changes can also lead to new opportunities. An important aspect of effective handling of changes is communication – communication of changes. This assignment is about changes in project-scope (time, cost and quality), and deals with, among other things, the following questions: How are changes understood? How are changes communicated? Which mechanisms / methods / tools / processes that are used? Are they (mechanisms, etc.) adequate? Give reasons. Who are involved (reporting, feedback, guidance, handling changes, etc.)? To what degree do projects / organizations focus on communication of changes in project enterprises? What are the challenges that are connected to communication of changes? How can the challenges be dealt with in an effective manner? Supervisor/contact person: Anandasivakumar Ekambaram Industry contacts: To be decided Mega-projects can be defined as projects that cost more than 1 billion US dollars, and that have a significant effect on society, environment and budget. The questions related to this assignment are: Can one apply the basic project theories in mega-projects? If yes, to what extent and how can one use the theories in mega-projects? There may be a possibility to develop this project-assignment further to an assignment for a master-thesis-work at CERN in Switzerland in spring semester 2012. Supervisor/contact person: Anandasivakumar Ekambaram Industry contacts: To be decided Project enterprises can be seen as learning arenas. New and innovative solutions can be found and applied in projects. At the same time, one can share and reuse existing solutions. But, the learning process in project enterprises has their challenges; for example, time pressure, and elements that are connected to organizational structure and organizational culture. This assignment includes following questions: To what extent does the base organization prioritize learning and knowledge transfer in projects? What kind of efforts does the management take in order to promote learning and knowledge transfer in projects? To what extent do the efforts produce the desired results? What can be done in order to improve learning and knowledge transfer in projects? Supervisor: Anandasivakumar Ekambaram Industry contacts: To be decided
 * PROMAN 44: Shortfalls of traditional project management methods for managing complex projects**
 * 1) Conduct a comprehensive literature review. The review should cover concepts such as characteristics of complex projects, reasons of failure in complex projects and methods for dealing with complexity in projects.
 * 2) Develop, analyze and validate a list of elements contributing to project complexity.
 * 3) Conduct as empirical investigation in order to analyze the causes of failure in complex projects which have used traditional project management methods.
 * 4) Identify and discuss the shortfalls of conventional methods for managing complex projects.
 * 5) Suggestion for future work.
 * PROMAN 45: Communication of changes in project organizations**
 * PROMAN 46: Mega projects**
 * PROMAN 47: Learning in project organizations**