Dynamic Complexity-Calibration Theory for Project Management (DCC-PM) A Framework for Adaptive Governance in High-Uncertainty Projects

In modern project environments—especially large-scale, socio-technical, or innovation-driven initiatives—complexity arises not solely from technical uncertainty but evolves dynamically through stakeholder interactions, feedback loops, and emergent system behaviors. We propose Dynamic Complexity-Calibration Theory for Project Management (DCC-PM), a novel conceptual framework in which project leadership capacity to calibrate governance structures in response to amplified stakeholder feedback is posited as a critical driver of success. DCC-PM comprises three interrelated constructs: (1) Dynamic Complexity, (2) Managerial Calibration, and (3) Networked Feedback Amplification. We derive a formal model, articulate testable hypotheses, and propose a mixed-method research agenda involving simulation, field studies, and controlled experiments. This theory offers important implications for both project scholarship and practice, suggesting that adaptive governance, robust feedback mechanisms, and stakeholder network analysis are essential capabilities for managing highly complex projects.  
Keywords: project complexity, adaptive governance, stakeholder networks, calibration, systems thinking, project leadership