Abstract
The simultaneous management by one organisation of multiple projects is an everyday situation. It has been suggested that up to 90%, by value, of all projects occur in the multi-project context. Generally, these projects are smaller than their large unitary contemporaries. They do not, therefore, have the luxury of dedicated resources, but must share at least some resources with other projects. The paper reviews the state of the art of the management of multiprojects, and identifies shortcomings in the present published knowledge. The information is classified into the following categories: capacity, complexity, conflict, commitment, and context. The paper focuses on complexity. Three areas are identified which require further study: the simultaneous management of multiple projects which differ in terms of size, required skills, and urgency. The emphasis in the paper is upon the systems-house context.
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