From the perspective of knowledge and learning, traditional under guidelines assumes knowledge certainty at the start of projects in designs over the life cycle. Further, a distinction is made between traditional projects, however complicated, that can be fully specified in advance and complex projects that cannot be fully specified in advance of their delivery. Finally, different modes of problem solving learning are discussed, including complex projects and PM as a form of organizational complex problem solving (CPS), which facilitates the formation of emergent knowledge over the project life cycle. If complex projects are distinguished from traditional projects by unspecifiable pre-given knowledge, then, the formation of emergent knowledge and its effective coordination become central concerns in their successful delivery.