Complexity theory is a subset of chaos theory and focuses on the behavior of groups of living things. Its main advance came through its application in biology with the search for an explanation regarding the evolutionary complexity of living organisms (5). Mikulecky in The Emergence of Complexity: Science Coming of Age or Science Aging? offers a concise definition of complexity: “Complexity is the property of a real-world system that manifests itself in the inability of any formalism to be adequate to capture all its properties” (1). This has important implications for project managers' ability to track each project parameter. Complexity theory aims to define how order and patterns emerge from seemingly chaotic systems and how complex behaviors and structures emerge from simple underlying rules (2). Its goal is to determine how systems made up of many elements can lead to well-organized and predictable behavior. While it is not possible to calculate the inevitable chaos in a project, it is possible to study the implications of complexity theory in order to develop better strategies for dealing with changes caused by disorder and unpredictable circumstances. To put it simply, the current “control systems” that are currently in the project manager's toolbox are not the entities that are in control: people control their actions, and the environment dictates many variables. The philosophies and ideas underlying complexity theory should be used to encourage different managerial thought processes regarding how systems and organizations operate. A key point regarding complexity theory in the context of project management is that a project team is a social network: a social activity that emphasizes reductionist techniques and control methods (4). These characteristics presuppose stability and predictability, which prevent organizations from introducing the required change. Furthermore, these project management practices reduce people to predictable parts of a machine and therefore discourage learning and flexibility. Traditional approaches to project management appear to hold sway when the project goal remains stable and the work is simple and obvious; however, there is growing acceptance that for complex, uncertain, and time-limited projects, conventional methods may be inappropriate (4). In light of this information, it can be concluded that chaos and complexity perspectives offer deeper insight into the dynamic nature of projects and can offer empowerment to the project managers who lead them..