Exploring Project Management Complexity Dimensions, Factors, and Strategies

Definition

To understand complexity in organizations first it is important to understand the term complexity. Sargut and McGrath (2011) discusses the key differences between complicated and complex systems. Based on their discussion, the fundamental difference lies in our ability to predict the behavior of a system. Complicated systems, despite consisting multiple elements, behave in a “patterned way” and predictable way. Complex systems on the other hand are defined by one or all of the three key factors discussed earlier including multiplicity, interdependence, and diversity.

According to PMI’s Pulse of the Profession: In-Depth Report: Navigating Complexity (2013) complexity is constantly increasing in projects that consequently impact budgets and risks. The detailed study finds that multiple stakeholders, ambiguity, political authority and unknown project features, resources and phases are among the top factors contributing to complexity in organizations. Returning to the earlier example, a vegetarian group will end up with a catering menu filled with vegetarian options but it is hard to predict what the meat-eater and vegetarian will decide.

Organizational Complexity Factors

Complex adaptive systems (CAS) make the core of the discussion on complexity in organizations. Anish and Gupta (2015) suggest that organizations are independent complex adaptive systems in an environment. They define complex adaptive systems as the systems that portray particular behaviors such as self-organization and emergence, learning and adaptive behavior, and co-evolution. What is vital in this discussion is recognizing and appreciating these key behaviors of complex adaptive systems so that organizations can enable their members to use their fullest potentials to fill the gaps, take actions in a timely manner, cooperate, continuously learn and adapt behavior to navigate complexity.

Strategies for Organizational Complexity

According to PMI’s Pulse of the Profession report (PMI, 2013), leadership, technical project management, strategic and business management skills have been ranked as the core competencies to manage complex environments. Effective estimating practices, decision making approaches, and risk management and mitigation strategies have been discussed as some specific considerations by Sarguth and McGrath (2011) to minimize the negative impact of complexity in organizations and projects. Figure 1 summarizes the various components of project complexity. Each of these components will be addressed throughout the remainder of the study.

Figure 1.

Components of Project Complexity