International Conference on Advanced Design Research and Education 2014 16 – 18 July 2014 ICADRE14 Singapore Intellectual Capital Performance Indicators for Complex Project Management Mario Štorga a and Stanko Škec a a University of Zagreb, Faculty of Mechanical Engineering and Naval Architecture, Ivana Lučića 5, 10000 Zagreb, Croatia * Corresponding Author’s Email: mario.storga@fsb.hr 1. Introduction The existence of gap between theory and practice for complex R&D project management (by means of organizational, technological, and informational complexity) represents serious obstacle for both researchers and industry. Many of existing methods and tools for project management are not appropriate for complex R&D projects, though they are persistently used. To illustrate this, for example majority of the methods and tools for risk management in complex R&D projects are extremely subjective and perceive risk exclusively as two-dimensional phenomenon (probability and impact) (Hall 2011). Probability-impact risk model is still prevailing (Taroun 2013) and many methods (AHP, MCDM, FMEA, etc.) use that model as an underlying basis, without taking into consideration complex causal, dependency and influence interrelations between specific risk elements. Technological aspect of complex R&D project management is widely recognised and it is common practice to deal with complex project performance measures that can be recognized and described formally based on the tangible outputs. Also, tangible outputs of the communications and the information objects generated as part of the complex projects are fundamentally related to performance and analysis of their content can provide understanding, insights and predictions about the complex project (Hicks, 2013). However, a number of project management factors is often intricately linked and cannot be described by using only tangible aspects. For the effective complex project management there is necessity to embrace also the socio-technical perspective - human related issues and organizational complexity. Interdependence and high levels of connectivity within organization hierarchical levels (individuals, teams, etc.) can result in non-linear organisational behaviour what was already tackled by many researchers such as (Ackermann and Eden 2001). Also, recent complex R&D project management studies indicated consequences of non-linear organisational behaviour, such as emergence of vicious innovativeness, knowledge growth and risks cycles and patterns (Remington and Zolin 2010, Noruzy at al. 2013), but without necessary theoretical grounding and explanation. To increase understanding on those emerging phenomenon and facilitate advanced complex R&D project management in general, there is need to expand and improve existing models, methods, and tools. Therefore, the objective of research within the VISINEV (www.visinev.org) project framework, which first results are presented in this paper, has been set as follows: 1. To investigate the nature of the socio-technical interactions between individuals and teams in hierarchical R&D organizations performing the complex R&D projects, with the goal to provide foundation for modelling the non-tangible outcomes dynamics. 2. To visually represent and analyse dynamics of non-tangible outcomes of the complex R&D projects and their interaction in order to supplement existing complex R&D project management tools. 2. Current understanding Traditional project management approaches are often ignoring “soft” management elements (mind set, behaviour, culture and trust). However, complex R&D project management practice could be seen as