Managing complex programs: a review of major research findings

Abstract

Managing large-scale research and development projects is without question a difficult task. Success is often dependent on the ability of the project manager to successfully cope with a myriad of unpredictable situations. To assist project managers, the authors review several of t h e most significant recent research studies to identify potentially useful insights for those charged with the administration of complex research and development projects. Specifically, five areas of research are examined, namely, (1 ) project manager leadership styles; (2) conflict management;(3) decision-making styles; (4) organizational design considerations and project authority; and (5) the relationships of the project team with the parent, client, and other external organizations.

Clarity of manager roles and performance of R&D multidisciplinary projects in matrix structures

“…One of these concerns the degree to which roles and responsibilities should be defined between project managers and functional managers. This question considers the extent to which a higher clarity among persons about their roles might result in a better performance of projects which are carried out through this type of structure ( M o t t i e s and Dyer, 1979; Knight, 1976; Baker and Wilemon, 1977;Stewart, 1975). The fact that project managers as well as functional managers have roles and responsibilities critical for the organization's sustenance in the short and long run supports this argument.…”