Lessons Learned from delivering complex
projects in ambiguity and chaos
A neurodivergent perspective on navigating the challenges of
delivering critical or complex projects under demanding
and arduous conditions
SECOND EDITION
By Tonica Griffin
Texas, USA
Abstract
Imagine you have been assigned to a highly visible, mission critical project – the kind of project that, if successful, can solidify your reputation as a trusted leader within your organization.
Sounds great, right? What if I also told you that the requirements are still evolving, the budget is not yet confirmed, and the given timeline is one-half to one-third the amount of time required to comfortably deliver the expected results. Although not ideal, this is a scenario that happens more often than we would like to think.
In this particular case, the charge was to onboard a newly acquired company into the acquiring organization’s enterprise technical stack. The new company had to retain its current operations without degradation of performance. No communication could be made with the new company until the deal had officially closed. Once the deal closed, it was revealed that the project team had ninety days to transition company operations and meet “Day One” ready expectations. But the key stakeholders had conflicting visions and strategies on how to integrate the new company. As the project manager, where do you start? How do you manage opposing expectations of anxious stakeholders? How do you set yourself and your project team up for success? And what does viewing the situation from a neurodivergent lens have to do with any of this?
This paper, based on an actual project, will provide insight into how an offbeat perspective on project delivery can bring order and structure, while setting the stage for success when dealing with such described ambiguous circumstances.
Introduction
In the dynamic landscape of project management, practitioners often find themselves at the intersection of opportunity and adversity, tasked with delivering results under less-than-ideal circumstances. Few challenges are as daunting as those posed by high-stakes, mission-critical projects. This paper leverages an example of a particularly intricate scenario: the integration of a newly acquired organization into an established enterprise technical infrastructure. Imagine navigating a project where the requirements are fluid, the budget remains uncertain, and the timeline is drastically compressed to a mere ninety days to enable seamless operational continuity. With communication constrained until the deal’s closure and conflicting visions from key stakeholders, the path to success is fraught with complexity.
Let us explore the actionable insights derived from this real-world project, highlighting how an unconventional perspective—particularly one that embraces neurodiversity—can provide clarity amidst chaos. By examining innovative strategies for stakeholder management and project execution, this white paper aims to equip project leaders with the tools necessary to turn potential pitfalls into steppingstones for success. Join me as we uncover the methodologies that can transform ambiguity into structured outcomes, ultimately strengthening our roles as trusted leaders in our organizations.
More…
To read entire article, click here
Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 17th Project Management Symposium at the University of Texas at Dallas in May 2025. It is republished here with the author’s permission.
How to cite this paper: Griffin, T. (2025). Keep Calm: Lessons Learned from delivering complex projects in ambiguity and chaos; Originally presented at the 17th Project Management Symposium at the University of Texas at Dallas in May, republished in the PM World Journal, Vol. XIV, Issue VIII, August. Available online at https://pmworldjournal.com/wp-content/uploads/2025/08/pmwj155-Aug2025-Griffin-Keep-Calm-2nd-ed.pdf
About the Author
Tonica Griffin
Texas, USA
Tonica Griffin, PMP is a results-driven program and project management leader with approximately two decades of experience across technology, financial services, education, and other corporate environments. Currently serving as AVP of Technology Engagement, at Revantage, a Blackstone Company, she excels in aligning strategic initiatives with business goals, driving technology modernization and digital transformation, and leading high-impact cross-functional projects.
Her career includes notable roles at the Federal Reserve Bank of Dallas, University of North Texas, Dell, and General Motors, where she consistently championed process improvement, data-driven decision-making, and inclusive leadership.
Tonica is a PMP-certified professional with a B.S. in Electrical Engineering and an MBA; she also has been recognized for her leadership and innovation through organizational awards and speaking engagements. She can be contacted at tonicagriffin@gmail.com
