Project management focuses on the technical specifications of a project and how those specifications can be met within the cost, profit, time, safety, and quality constraints that the contract with the client has imposed on the enterprise (Clark & Colling, 2005). Large projects are often characterized by a combination of uncertainty and ambiguity related to goals and tasks, as well as the complexities that emanate from their size and the numerous dependencies between different activities and the environment. Among the factors likely to change the existing plan are the revisions of work content estimates, changes in technical specifications, technical difficulties, delivery failures, weather conditions, and labor unrest. Research has proved that routines, even if cost-effective, do not work well in situations of high uncertainty. For example, the studies of Van de Ven et al., (1976) and Keller (1994) show that most routines work properly in low uncertainty situations, and Kraut & Streeter (1995) have clarified that under high uncertainty the control routine used in routine production environments may not suffice. Turner (1993) and Pinto (2007) clarify that risk management has a positive effect on project success in terms of delivery of contractual commitments on time and within budget. Control and coordination are closely intertwined concepts in classic organization theory (Parker, 1984). Recent findings confirm that the implementation of a control routine and coordination system influences task completion competency and thus, project management performance (Liu et al., 2010). A control routine involves: 1) monitoring that serves to establish the need to control the tendency to deviate from the planned trajectory while there is still time to take corrective actions (Lock, 1987), 2) analyzing the situations at each inspection point using present views, and 3) deciding which corrective actions should be implemented if reestablishment of project targets is required. Sacks et al., (2005) claimed that the control of time, cost, and quality is performed almost exclusively manually, with the result that it is expensive, approximate, and commonly delivered with a time lag that does not allow an effectively closed control loop. The chances of successfully achieving the time and cost objectives during the course of implementation of a project are slim indeed, unless an adequate level of control followed by coordination, if required, is exercised throughout its lifecycle. Packendorf (1995), Kerzner (1998), Thiry (2004) and many others claimed that effective project management requires extensive inspection and internal coordination. Management 2014/72 Prevalent control routines are generally based on traditional deterministic models that in situations of short time float and scanty budgets are often unable to deliver complex projects "on time within budget." Because it does not take uncertainties into consideration, the deterministic approach grossly misleads management into thinking that the likelihood of delivery on time wi...