There is more than a touch of ''The Emperor''s New Clothes'' in the way many organizations approach project management and the consequences are all too clear: project methodology inappropriately applied; little or no consideration of complexity or ambiguity; alienation of the stakeholders and a statistically poor record of performance for major business or infrastructure projects. Charles Smith''s groundbreaking book Making Sense of Project Realities offers convincing explanations as to why project management theory and practice have become disconnected and describes the kind of complex, human skills that are required to deliver successful projects. The text draws heavily on the experiences of practising project and programme managers from across private and public sector organizations, many of whose stories were shared and analysed during the two-year research network ''Rethinking Project Management'', which brought together thought leaders on project management from consultancy, indu
