In Chapter 6 Dale Shermon, of the book edited by Terry Cooke-Davies, discusses “The Impact of Complexity on Pr******** Cost ********chedule Estimates” and states at the end of the chapter: Parametrics as an approach to set early complex project budgets is equally applicable in non-defense domains, if realistic budgets are desirable and business cases are going to be successful. Parametrics can be deployed to helping to set realistic budgets for complex projects and safeguarding the project manager. Do you agree with Mr Shermon? Particularly in the light of Ms Lynelle Briggs paper regarding wicked problems “Tackling wicked problems: A public policy perspective” that was presented in Week 1. Are there different definitions of complexity or wickedness being described by Mr Shermon and Ms Briggs? Or could the observations of Mr Shermon be applied in the cases that Ms Briggs discusses in the kinds of needs within the Australian Public Service? In other words, could parametrics be applied to the Australian Public Service projects and as a consequence reconcile some of the issues they experience******** Cost ********chedule estimates? Could this be an example of a useful application for the ‘big data’ paradigm that is often discussed by the Federal Government, the Press and other technology advocates?