How knowledge and technology shape software projects—and how savvy managers adapt.
This book introduces a practical framework for understanding how the complexity of decision making and technology affects software development. It helps leaders decide who should run a project, how to assemble teams, and where to invest in organizational change.
The authors map complexity along two dimensions: the depth and breadth of decision making within a given application, and the technical complexity of the underlying tools and systems. They illustrate four quadrants with real-world cases, from simple personal productivity tools to strategic systems that mix medical, financial, and actuarial expertise. The discussion also explores how organizations allocate control, from business units to corporate IT, and why new departments or hybrids can emerge to tackle high-stakes projects.
- How to classify a software project by its knowledge and technology demands.
- Insights into how team roles and compositions shift with complexity.
- Patterns of organizational control and how they impact project success.
- Real-world examples showing the range from routine to strategic systems.
Ideal for managers, developers, and IT leaders who want a clear, evidence-based approach to planning and executing complex information systems.