Leading in Uncertain and Complex Projects


Book Title:   Leading in Uncertain and Complex Projects: Supporting Structures for Self Management
Author: Lars Marmgren & Mats Ragnarsson
Publisher: Studentlitteratur AB, Lund (Sweden)
List Price:   265 kr
Format: paperback, 168 pages
Publication Date:   April 2016      
ISBN: 978-91-44-11034-9
Reviewer:     Charlie Green, PMP
Review Date: April 2017



This book “Leading in Uncertain and Complex Projects” looks at the problem of how companies often lead large and complex projects and their need for increased efficiency and control in the management of those projects, And the problems it raises where their methods and tactics often result in less control and efficiency.

The authors then present a different way of leading and managing projects. This new strategy is to allow projects to self-organize using a strategy called “game plan” that emphasizes cooperation and overlapping responsibilities for the work required to complete the project through a common dialog and common understanding of the project and its needs to create a common ground for the project.

Overview of Book’s Structure

The book is divided into 9 chapters. The book starts out with an overview of the problem with traditional project management and the ways projects are managed by many organizations and the problem where managing around risks and minimizing their uncertainty will result in a successful project. Where actually the end result creates an organization that is dehumanizing and destroys the sense of belonging and that profit is its only objective.

The book then in subsequent chapters goes into looking at a different concepts of organizing and leading projects in different ways that will help project managers to lead their teams in self-organizing and allow their team members to take part in creating the goals and objectives and the course of action for organizing their own work while working with others to achieve the desired end results of the project.


The game plan strategy presented in the book is not just theory, but the authors look at two major projects that used the strategy in accomplishing the successful results of those projects. One of the projects was a large construction project, and the other was for the development and testing of a pharmaceutical drug. The two project managers for those projects throughout the book provide examples of how they used the different strategies in their projects and their thoughts of those strategies.


To read entire Book Review, click here



About the Reviewer

Charlie Green, PMP

North Texas, USA



Charlie Green, PMP has worked as a project manager since 1985. He holds a Bachelor’s Degree in Business Administration from the University of Texas at Dallas. He holds a Project Management Professional certification. And he currently manages software implementation projects in the Financial Services industry. Previously he has managed new product, business process improvement, business intelligence and system development projects in the financial, telecommunications, information technology industries and military. Charlie is retired from the U.S. Air Force Reserve following a 26 year Air Force career. Charlie is a member of the Dallas, Texas, USA PMI Chapter.

Charlie can be contacted at [email protected]

Editor’s note: This book review was the result of a partnership between the publisher, PM World and the
PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. Chapter members are generally mid-career professionals, the audience for most project management books.

If you are an author or publisher of a project management-related book, and would like the book reviewed through this program, please contact [email protected].