Introduction : unprecedented change in the business environment -- pt. 1. Complexity thinking in the world of business -- ch. 1. Complexity thinking -- ch. 2. Applying complexity thinking to projects -- ch. 3. The project complexity model -- pt. 2. Applying complexity thinking to assign key project team members -- ch. 4. Competencies required to manage complex projects -- ch. 5. Developing leaders of complex projects -- pt. 3. Applying complexity thinking to select the project cycle -- ch. 6. Appropriate project cycles for independent projects -- ch. 7. Appropriate project cycles for moderately complex projects -- ch. 8. Appropriate project cycles for highly complex projects -- pt. 4. Managing the dimensions of project complexity -- ch. 9. Applying complexity thinking to large, long-duration projects -- ch. 10. Applying complexity thinking to large, dispersed, culturally diverse project teams -- ch. 11. Applying complexity thinking to highly innovative, urgent projects -- ch. 12. Applying complexity thinking to ambiguous business problems, opportunities, and solutions -- ch. 13. Applying complexity thinking to projects with poorly understood, volatile requirements -- ch. 14. Applying complexity thinking to high-visibility strategic projects -- ch. 15. Applying complexity thinking to large-scale change initiatives -- ch. 16. Applying complexity thinking to projects with significant risks, dependencies, and external constraints -- ch. 17. Applying complexity thinking to project with a high level of IT complexity -- Epilogue.