A Literature Review: Project Complexity and the Different Elements of Project Complexity

A Literature Review: Project Complexity and the Different Elements of Project Complexity
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Introduction
Project complexity is the play of different variables that work together to assist in achieving success
in project completion. With the significant amount of development in the field, theorists have
identified several different definitions of theories and the underlying factors that impact the
distinctions. This section include a detailed understanding of the definitions of Project Complexity
and the diverse elements that assist in judging the level of project complexity.
Project Complexity
According to Cristobal, et. al., (2018, p. 21), project complexity can be defined as the differentiation,
interdependency among variables and connectivity among the elements. These variables and
elements can be managed through the process of integration, consistent communication, coordination
and exertion of control. Project complexity can also be interpreted as a property of a particular
project that causes disruptions in exertion of control and management of the project as a whole.
Project complexity involves the overlapping role of a wide number of factors that carry the ability to
influence the future of a project.
While there is awful similarity between project complexity and a complex project, some authors
argue that the relationship of the elements that are bound to play a role in a project, tend to assist in
differentiating between complex and complexity application to the project. On the other hand,
linearity is a strong subject based on which differences between complicated projects and complex
projects can be outlined. The presence of nonlinearity between input and outputs makes a project
complex while the presence of some linearity can make the same project a complicated one
(Girmscheid and Brockmann, 2008, p. 23-25).
Project complexity can also be understood through the perspective of activities. When a project has
limited number of activities that are easy to comprehend and complete a project, the participants may
call it a simple project. However, when there are several simple projects intertwined together, it leads

to a complex project that requires specialized expertise and professional experience to handle and
resolve. Following are some of the milestones achieved by authors in interpreting the concept of
project complexity over time (Bakhshi, Ireland and Gorod, 2015, p. 1999).
Figure 1: Milestones of Project Complexity (Bakhshi, Ireland and Gorod, 2015, p. 2000)
In order to execute a project, every project manager must recognize the type and nature of the
project. With respect to project complexity, varied models are made available for project managers to
choose from before they make the execution process. Some of the leading models are discussed in
the following few paragraphs.
The first model of Project complexity is the Stacey’s Agreement and Certainty Matrix. Stacey
weighs the complexity of projects on two grounds i.e. degree of certainty and the level of agreement.
Simple projects are those that offer high certainty and agreement levels. As the balance on both the
accounts weighs differently, the complexity of the project increases as well. The author specifies that
higher the complexity level, the more involvement of the senior management is required to complete
that specific project (Stacey, 1996, p. 312).
The second model of Project Complexity is the Goals and Methods Matrix. The matrix is divided
into four types of projects. In the first project type, the goals and methods are clear and explained