Introduction to Complex Projects

Introduction to Complex Projects

Copyright: © 2019 |Pages: 11
DOI: 10.4018/978-1-5225-5864-4.ch004
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Complexity is an inherent feature of any project. It is used to classify and designate project managers. Explaining whether a project is complex, classifying this complexity and thus score for prioritization is often not a simple task. Each project will have its particularity, and this will be even more particular within each business sector. A $1 million project can be simple for a construction company, but of high complexity for an information technology company. This chapter will address common complexity concepts for different business sectors.
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Understanding the complexity of the project is important for successful project management, making the understanding directly connected with the difficulties faced, the decision making, and the achievement of the desired results for the project. There are many definitions of complexity. In order to address the relevance of complexity in engineering projects, this material focuses on the diversity of complexity concepts present in the literature, on the definition of complex projects, on the variables and uncertainties inherent in the projects as a whole.

Complexity of Latin (Complexus): it is defined by heterogeneous constituents inseparably associated, represented by events, actions, interactions, retroactions, determinations, accidents, that constitute our phenomenal world. But then complexity presents itself with disturbing traits of ambiguity, uncertainty [...]. This demonstrates how necessary it becomes for your understanding in project management.

Sinha, Thomson and Kumar (2001) argue that: “there is no single concept of complexity that can adequately aggregate the intuitive notion of what the word should mean.” Projects have been described as complex systems that require management, not only because they involve technological issues, but because they involve large organizational factors, which are beyond the control of the project manager (Whitty and Maylor, 2009 apud Souza, Novaski, Anholon, Besteiro, p.2, 2014).

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