Abstract
Complexity is an inherent attribute of any project. The purpose of defining and documenting complexity is to enable a project team to foresee resulting challenges in a timely manner, and take steps to alleviate them.The main contribution of this article is to present a systematic view of complexity in project management by identifying its key attributes and classifying complexity by these attributes. A “complexity taxonomy” is developed and discussed within three levels: the product, the project and the external environment.Complexity types are described through simple real-life examples. Then a framework (tool) is developed for applying the notion of complexity as an early warning tool.The article is intended for researchers in complexity, project management, information systems, technology solutions and business management, and also for information specialists, project managers, program managers, financial staff and technology directors.
Highlights
For five decades, complexity has been acknowledged as a critical project dimension (Baccarini 1996)
This study focuses on the attributes specific to individual levels of the model for presentation clarity
This study focused on identifying individual attributes of complexity
Summary
Complexity has been acknowledged as a critical project dimension (Baccarini 1996). Since the admitted failure of many large systems, including IT systems (Charette 2005; Standish 2013; Daniels and LaMarsh 2007), the causes have been widely studied Such analyses have been conducted at the business level — where cost overrun losses can be astronomically high — and in the failure of these systems to deliver their critically needed product and strategic objectives. There have been several well-funded and supported efforts to analyze and promote new methods of complex project management (US National Academy of Sciences Transportation Research Board 2012; Shane, Strong & Gransberg 2012; International Center for Complex Project Management Task Force 2013) These efforts are driven by increased focus on overall project success, not just the “Iron Triangle” of function, cost and schedule (PMI 2013). A wider definition of project success (Howsawi et al 2014) may lead to new methods to ensure previously under-recognized implicit goals are attained as well
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