Revisiting project complexity: a new dimension and framework
Keywords:
project complexity, complexity, systematic review, institutional, frameworkAbstract
Project complexity is defined by dimensions such as structural complexity, uncertainty, pace, dynamic complexity, novelty, social-political and institutional complexities. In this article, these dimensions were discussed and organized to form a comprehensive framework. The major contributions of this article were the introduction of institutional complexity and the development of a project complexity framework to allow researchers and practitioners to better understand projects and make more informed decisions. Similarly, industries may benefit from these findings and the framework, applying it in their projects, grasping complexity from them.
References
Aaltonen, K., Kujala, J., 2016. Towards an improved understanding of project stakeholder landscapes. Int. J. Proj. Manag. 34, 1537–1552. doi:10.1016/j.ijproman.2016.08.009
Ahern, T., Leavy, B., Byrne, P.J., 2014. Complex project management as complex problem solving: A distributed knowledge management perspective. Int. J. Proj. Manag. 32, 1371–1381. doi:10.1016/j.ijproman.2013.06.007
Ahn, S., Shokri, S., Lee, S., Haas, C.T., Haas, R.C.G., 2017. Exploratory Study on the Effectiveness of Interface-Management Practices in Dealing with Project Complexity in Large-Scale Engineering and Construction Projects. J. Manag. Eng. 33. doi:10.1061/(ASCE)ME.1943-5479.0000488
Antoniadis, D.N., Edum-Fotwe, F.T., Thorpe, A., 2011. Socio-organo complexity and project performance. Int. J. Proj. Manag. 29, 808–816. doi:10.1016/j.ijproman.2011.02.006
Azim, S.W., 2011. Understanding and Managing Project Complexity. University of Manchester, Manchester, UK.
Baccarini, D., 1996. The concept of project complexity—a review. Int. J. Proj. Manag. 14, 201–204. doi:10.1016/0263-7863(95)00093-3
Bakhshi, J., Ireland, V., Gorod, A., 2016. Clarifying the project complexity construct: Past, present and future. Int. J. Proj. Manag. 34, 1199–1213. doi:10.1016/j.ijproman.2016.06.002
Battram, A., 1999. Navigating complexity: the essential guide to complexity theory in business and management. Industrial Society, London.
Böhle, F., Heidling, E., Schoper, Y., 2016. A new orientation to deal with uncertainty in projects. Int. J. Proj. Manag. 34, 1384–1392. doi:10.1016/j.ijproman.2015.11.002
Booth, A., Papaioannou, D., Sutton, A., 2013. Systematic Approaches to a Successful Literature Review. SAGE Publications Ltd, London.
Bosch-Rekveldt, M., Jongkind, Y., Mooi, H., Bakker, H., Verbraeck, A., 2011. Grasping project complexity in large engineering projects: The TOE (Technical, Organizational and Environmental) framework. Int. J. Proj. Manag. 29, 728–739. doi:10.1016/j.ijproman.2010.07.008
Chapman, R.J., 2016. A framework for examining the dimensions and characteristics of complexity inherent within rail megaprojects. Int. J. Proj. Manag. 34, 937–956. doi:10.1016/j.ijproman.2016.05.001
Clift, T.B., Vandenbosch, M.B., 1999. Project Complexity and Efforts to Reduce Product Development Cycle Time. J. Bus. Res. 45, 187–198. doi:10.1016/S0148-2963(97)00227-0
Dvir, D., Sadeh, A., Malach-Pines, A., 2006. Projects and project managers: the relationship between project managers’ personality, project types, and project success. Proj. Manag. J. 37, 36–48.
Efatmaneshnik, M., Ryan, M.J., 2016. A general framework for measuring system complexity. Complexity 21, 533–546. doi:10.1002/cplx.21767
Engwall, M., 2003. No project is an island: linking projects to history and context. Res. Policy 32, 789–808. doi:10.1016/S0048-7333(02)00088-4
Fang, J., Fu, Y., Yao, D., 2010. Application of Meta-synthesis Method in Project Management of Large-scale Complex Projects. Manag. Eng. 01, 3–10. doi:10.5503/j.ME.2010.01.001
Floricel, S., Michela, J.L., Piperca, S., 2016. Complexity, uncertainty-reduction strategies, and project performance. Int. J. Proj. Manag. 34, 1360–1383. doi:10.1016/j.ijproman.2015.11.007
Galbraith, J.R., 1973. Designing complex organizations. Addison-Wesley Longman Publishing Co, Boston.
Gann, D.M., Salter, A.J., 2000. Innovation in project-based, service-enhanced firms: the construction of complex products and systems. Res. Policy 29, 955–972. doi:10.1016/S0048-7333(00)00114-1
Geraldi, J., Maylor, H., Williams, T., 2011. Now, let’s make it really complex (complicated). Int. J. Oper. Prod. Manag. 31, 966–990. doi:10.1108/01443571111165848
Gransberg, D.D., Shane, J.S., Strong, K., del Puerto, C.L., 2013. Project Complexity Mapping in Five Dimensions for Complex Transportation Projects. J. Manag. Eng. 29, 316–326. doi:10.1061/(ASCE)ME.1943-5479.0000163
Griffin, A., 1997. Modeling and measuring product development cycle time across industries. J. Eng. Technol. Manag. 14, 1–24. doi:10.1016/S0923-4748(97)00004-0
Griffin, A., 1993. Metrics for measuring product development cycle time. J. Prod. Innov. Manag. 10, 112–125. doi:10.1016/0737-6782(93)90003-9
He, Q., Luo, L., Hu, Y., Chan, A.P.C., 2015. Measuring the complexity of mega construction projects in China-A fuzzy analytic network process analysis. Int. J. Proj. Manag. 33, 549–563. doi:10.1016/j.ijproman.2014.07.009
Hobday, M., 1998. Product complexity, innovation and industrial organisation. Res. Policy 26, 689–710. doi:10.1016/S0048-7333(97)00044-9
Kardes, I., Ozturk, A., Cavusgil, S.T., Cavusgil, E., 2013. Managing global megaprojects: Complexity and risk management. Int. Bus. Rev. 22, 905–917. doi:10.1016/j.ibusrev.2013.01.003
Kim, J., Wilemon, D., 2003. Sources and assessment of complexity in NPD projects. R D Manag. 33, 15–30. doi:10.1111/1467-9310.00278
Klijn, E.H., 2008. Complexity Theory and Public Administration: What’s New? Public Manag. Rev. 10, 299–317. doi:10.1080/14719030802002675
LaBahn, D.W., Ali, A., Krapfel, R., 1996. New product development cycle time: The influence of project and process factors in small manufacturing companies. J. Bus. Res. 36, 179–188. doi:10.1016/0148-2963(95)00120-4
Li, Y., Lu, Y., Kwak, Y.H., Dong, S., 2015. Developing a city-level multi-project management information system for Chinese urbanization. Int. J. Proj. Manag. 33, 510–527. doi:10.1016/j.ijproman.2014.06.011
Liu, L., Borman, M., Gao, J., 2014. Delivering complex engineering projects: Reexamining organizational control theory. Int. J. Proj. Manag. 32, 791–802. doi:10.1016/j.ijproman.2013.10.006
Lu, Y., Luo, L., Wang, H., Le, Y., Shi, Q., 2015. Measurement model of project complexity for large-scale projects from task and organization perspective. Int. J. Proj. Manag. 33, 610–622. doi:10.1016/j.ijproman.2014.12.005
Luft, J., Ingham, H., 1955. The Johari window, a graphic model of interpersonal awareness, in: Proceedings of the Western Training Laboratory in Group Development. UCLA, Los Angeles, CA.
Maylor, H., Vidgen, R., Carver, S., 2008. Managerial complexity in project-based operations: A grounded model and its implications for practice. Proj. Manag. J. 39, S15–S26. doi:10.1002/pmj.20057
Mirza, E., Ehsan, N., 2017. Quantification of Project Execution Complexity and its Effect on Performance of Infrastructure Development Projects. Eng. Manag. J. 29, 108–123. doi:10.1080/10429247.2017.1309632
Nassar, K., Hegab, M., 2006. Developing a Complexity Measure for Project Schedules. J. Constr. Eng. Manag. 132, 554–561. doi:10.1061/(ASCE)0733-9364(2006)132:6(554)
Oedewald, P., Gotcheva, N., 2015. Safety culture and subcontractor network governance in a complex safety critical project. Reliab. Eng. Syst. Saf. 141, 106–114. doi:10.1016/j.ress.2015.03.016
Padalkar, M., Gopinath, S., 2016. Are complexity and uncertainty distinct concepts in project management? A taxonomical examination from literature. Int. J. Proj. Manag. 34, 688–700. doi:10.1016/j.ijproman.2016.02.009
Pich, M.T., Loch, C.H., Meyer, A. De, 2002. On Uncertainty, Ambiguity, and Complexity in Project Management. Manage. Sci. 48, 1008–1023. doi:10.1287/mnsc.48.8.1008.163
PMI, 2017. Pulse of the profession: success rates rise. Newtown Square, PA.
Qureshi, S.M., Kang, C., 2015. Analysing the organizational factors of project complexity using structural equation modelling. Int. J. Proj. Manag. 33, 165–176. doi:10.1016/j.ijproman.2014.04.006
Rad, E.K.M., Sun, M., Bosché, F., 2017. Complexity for Megaprojects in the Energy Sector. J. Manag. Eng. 33. doi:10.1061/(ASCE)ME.1943-5479.0000517
Remington, K., Pollack, J., 2007. Tools for complex projects. Gower Publishing Limited, Aldershot, England.
Rezende, L.B. de, Blackwell, P., Gonçalves, M.D.P., 2018. Research focuses, trends, and major findings on Project Complexity: a bibliometric network analysis of 50 years of project complexity research. Proj. Manag. J. 49, 42–56.
Saldaña, J., 2016. The coding manual for qualitative researchers, 3rd editio. ed. SAGE Publications Ltd, London.
Saunders, F.C., Gale, A.W., Sherry, A.H., 2016. Mapping the multi-faceted: Determinants of uncertainty in safety-critical projects. Int. J. Proj. Manag. 34, 1057–1070. doi:10.1016/j.ijproman.2016.02.003
Schrader, S., Riggs, W.M., Smith, R.P., 1993. Choice over uncertainty and ambiguity in technical problem solving. J. Eng. Technol. Manag. 10, 73–99. doi:10.1016/0923-4748(93)90059-R
Shenhar, A.J., 2001. One Size Does Not Fit All Projects: Exploring Classical Contingency Domains. Manage. Sci. 47, 394–414. doi:10.1287/mnsc.47.3.394.9772
Shenhar, A.J., Dvir, D., 2007. Reinventing project management: the diamond approach to successful growth and innovation. Harvard Business School Press, Boston. doi:10.1287/mnsc.1040.0274
Shenhar, A.J., Dvir, D., 2004. How Projects Differ, And What to Do About It, in: The Wiley Guide to Managing Projects. John Wiley & Sons, Inc., Hoboken, NJ, USA, pp. 1265–1286. doi:10.1002/9780470172391.ch50
Shenhar, A.J., Dvir, D., 1996. Toward a typological theory of project management. Res. Policy 25, 607–632. doi:10.1016/0048-7333(95)00877-2
Shenhar, A.J., Dvir, D., Lechler, T., Poli, M., 2002. One size does not fit all: True for projects, true for frameworks, in: PMI Research Conference. Seattle, Washington, pp. 99–106.
Shenhar, A.J., Dvir, D., Milosevic, D., Mulenburg, J., Patanakul, P., Reilly, R., Ryan, M., Sage, A., Sauser, B., Srivannaboon, S., Stefanovic, J., Thamhain, H., 2005. Toward a NASA-Specific Project Management Framework. Eng. Manag. J. 17, 8–16. doi:10.1080/10429247.2005.11431667
Shenhar, A.J., Holzmann, V., Melamed, B., Zhao, Y., 2016. The Challenge of Innovation in Highly Complex Projects: What Can We Learn from Boeing’s Dreamliner Experience? Proj. Manag. J. 47, 62–78.
Skyttner, L., 2001. General Systems Theory: Ideas and Applications. World Scientific Publishing Company, Singapore.
Standish, R.K., 2001. On Complexity and Emergence. Complex. Int. 9, 1–5.
Tatikonda, M.V., Rosenthal, S.R., 2000. Technology novelty, project complexity, and product development project execution success: a deeper look at task uncertainty in product innovation. IEEE Trans. Eng. Manag. 47, 74–87. doi:10.1109/17.820727
Turner, J.R., Cochrane, R.A., 1993. Goals-and-methods matrix: coping with projects with ill defined goals and/or methods of achieving them. Int. J. Proj. Manag. 11, 93–102. doi:10.1016/0263-7863(93)90017-H
Vickery, S.K., Koufteros, X., Dröge, C., Calantone, R., 2016. Product Modularity, Process Modularity, and New Product Introduction Performance: Does Complexity Matter? Prod. Oper. Manag. 25, 751–770.
Vidal, L.-A., Marle, F., 2008. Understanding project complexity: implications on project management. Kybernetes 37, 1094–1110. doi:10.1108/03684920810884928
Vidal, L.-A., Marle, F., Bocquet, J.-C., 2011. Measuring project complexity using the Analytic Hierarchy Process. Int. J. Proj. Manag. 29, 718–727. doi:10.1016/j.ijproman.2010.07.005
Walker, D.H.T., Davis, P.R., Stevenson, A., 2017. Coping with uncertainty and ambiguity through team collaboration in infrastructure projects. Int. J. Proj. Manag. 35, 180–190. doi:10.1016/j.ijproman.2016.11.001
Whyte, J., Stasis, A., Lindkvist, C., 2016. Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data.’ Int. J. Proj. Manag. 34, 339–351. doi:10.1016/j.ijproman.2015.02.006
Williams, T., 2005. Assessing and Moving on From the Dominant Project Management Discourse in the Light of Project Overruns. IEEE Trans. Eng. Manag. 52, 497–508. doi:10.1109/TEM.2005.856572
Williams, T., 1999. The need for new paradigms for complex projects. Int. J. Proj. Manag. 17, 269–273. doi:10.1016/S0263-7863(98)00047-7
World Bank, 2015. Gross capital formation.
Xia, W., Lee, G., 2004. Grasping the complexity of IS development projects. Commun. ACM 47, 68–74. doi:10.1145/986213.986215
Xia, W., Lee, G., 2003. Complexity of Information Systems Development Projects: Conceptualization and Measurement Development. J. Manag. Inf. Syst. 22, 45–83. doi:10.1080/07421222.2003.11045831
Zheng, E.Z.H., Carvalho, M.M. de, 2016. Managing uncertainty in projects: a review, trends and gaps. Rev. Gestão e Proj. 07, 95–109. doi:10.5585/gep.v7i2.402
Zhu, J., Mostafavi, A., 2017. Discovering complexity and emergent properties in project systems: A new approach to understanding project performance. Int. J. Proj. Manag. 35, 1–12. doi:10.1016/j.ijproman.2016.10.004
Downloads
Published
Issue
Section
License
Copyright (c) 2022 Leandro Bolzan de Rezende, Paul Blackwell

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.