Understanding Complex Project Management

This assignment delves into the intricacies of complex project management. Students are tasked with analyzing various scholarly articles that address the historical evolution, inherent difficulties, and diverse strategies employed in managing complex projects. Key themes include the impact of trust in relationships, relationship competencies, performance evaluation within integrated project delivery (IPD), and conceptualization methodologies for complex projects. The analysis should encompass a range of perspectives on stakeholder management, emergent properties, and successful project execution in complex environments.

COMPLEX PROJECT MANAGEMENT 1
COMPLEX PROJECT MANAGEMENT
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Table of Contents
1.1 Introduction...........................................................................................................................................3
2.0 Causes of project complexity.................................................................................................................4
3.0 System behavior....................................................................................................................................4
4.0 Ambiguity..............................................................................................................................................5
5.0 Failures of complex projects..................................................................................................................5
6.0 Drivers of project complexity................................................................................................................6
7.0 The five dimensions of complex project management..........................................................................7
7.1 Cost................................................................................................................................................7
7.2 Schedule........................................................................................................................................8
7.3 Technical........................................................................................................................................8
7.4 Context..........................................................................................................................................9
7.5 Financing........................................................................................................................................9
8.0 What needs to be done?.......................................................................................................................9
9.0 Tools and techniques of project managers..........................................................................................10
9.1 Incentivize critical project outcomes...........................................................................................10
10.0 Critical planning and analysis methods for complex projects............................................................13
10.1 Defining critical project success factors.....................................................................................13
10.2 Assemble project team..............................................................................................................13
10.3 Select project arrangements......................................................................................................13
10.4 Prepare early cost model and finance plan................................................................................14
10.5 Develop project action plan.......................................................................................................14
11.0 Problems of complexity of project.....................................................................................................14
11.1 Uncertainty as a complexity.......................................................................................................14
11.2 Complexity-induced risks...........................................................................................................15
12.0 Mapping project complexity..............................................................................................................16
13.0 Conclusion.........................................................................................................................................17
References.................................................................................................................................................20
1.1 Introduction
Complex project management involves managing risks and ambiguity in conveying project
outcomes. This includes the risks of unforeseen and irrevocable developing effects that intensify

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rapidly (Mehta 2007). Complex projects mostly involve various countries with diverse cultures
and views. Project teams are multidisciplinary and virtual and they draw their expertise from
governments, their industries and international partners. The innovation of information
technology and communication systems has made it possible for project team members to
participate and influence the decision-making process of complex projects (Grisham 2013). The
fundamental complication of projects is somehow compelled by technological, social, political
and environment issues, this coupled with the consumer expectations which is constantly
changing. Complex projects are characterized by unpredictability, progressive decision making,
a grade of dismay, iterative planning and design, indiscretion, nonlinear processes, and
uncertainty. Managers are moving from the traditional dimension models into the five-
dimensional model of project management to help them maximize the potential for successful
project implementation. The strategy of project management basically involves planning,
designing and building, operating, and delivering a successful project (The essentials of project
management 2006). Complex projects inclined to extensively run through the lifespan of their
know-hows. Complex projects are accomplishments for which traditional approaches,
observation, frameworks are insufficient in relation to; heterogeneity, multiple pathways, the
change scale, and objective ambiguity, complex project management essentially should gauge
and understand project context, critical aspects, alliance, mergence, and the confluence at
numerous sections of intermediation beside the lifecycle of the plan to uphold elasticity through
organizational swiftness and project flexibility, thus maximizing its probabilities of success
(Metcalfe and Sastrowardoyo 2013).

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2.0 Causes of project complexity
Human behavior, it is the major source of complexity in projects. The involvement of human
resources on projects causes problems throughout the project phases. It is people that formulate
and oversee the implementation of projects, therefore they also contribute to the failure or
success of projects (Baccarini 2004). Examples of human behaviors are: Stakeholders with
impracticable anticipations, stakeholders who misinterpret the projects objectives, reduced or
missing exclusive sponsorship, concealed agenda of some of the team members, ethical
dilemmas like bribing, stakeholders who stage down, or are detached creating instability of the
project, and serious information being withdrawn intentionally from the team members leading
to improper implementation of the project (Davidson Frame 2014). Project managers should
consider project team skills, learning culture, structure, flexibility, and track record, and
creativity, and leadership competency of every member of the project.
3.0 System behavior
A system is a collection of dissimilar modules that when composed yield results that are not
attainable by the modules when they are separated. The project becomes complex as the
connections between the components increases. Dependency on diverse parts of the system that
have a high overlapping degree on each other require expert to work between the concerned
members to get work packages so as to deal with this dependency as they cannot be autonomous.
The project management should introduce strategies that incorporate the whole system as well
the components are interconnected (Kemp 2004).
4.0 Ambiguity
These are unclear situations that rise because one does not know what to expect or in what way
to retort to it. Developing ambiguity comes up as unforeseen change that happens in the context

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of a project. This is as a result of the interconnections and the dynamic shifts of the environment.
Also, it involves how the management of affirmative and undesirable risks are being handled
(Jonas 2010). Complex projects are bound to have ambiguous aspects in them and therefore
project managers should install quality control methods to help in anticipating for situations that
might rise within the complex system. The task of governance deals with superior ambiguity and
ambiguity that occurs as a result of quickening modification. It is determined first by the social,
diverse cultures and technology, and similarly by transformational move from an evidence age
where the emphasis is on interrelated competencies but not lone solutions (Project Management
Institute 2017).
5.0 Failures of complex projects
Projects fail when crucial communication channels and systems are not taken into consideration
or when they are underestimated. For instance, the complexity of a project can be changed by the
choices made by the members. During the process of conveying crucial evidence about ideas
needed for major decisions, the message can be adjusted because of cultural differences between
the members, staff assortment and staff interdependences. Therefore, when decision is turned
from a plan into an action, it ends up being not what the manager wanted it to look like.
(Davidson Frame 2014). Also the complexity of the projects influences the preceding decisions
made concerning the project, the manager does not have the ability to foresee the impact of the
decisions made and the outcome of the project. When changes are made to an ongoing project
implementation it leads to expensive wastage of unusable unfinished products. Changes of
employees within the structure of the project may cause frustration, lower morale and the
manage will under expense as the employees will have to undergo retraining. Delivery of
material supply made wrongly or late would lead to time wastage and the project managers

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should device ways to prevent future recurrence of such events (Heerkens 2015). This leads to
stoppage of the project and it could in turn lead to overhead costs to the budget that were not
planned for. When a team member leaves the project, a competent skill is gone, the project
manager incurs another duty of finding the next competent employee to replace the one who left,
this makes the project to be carry out with inadequate personnel and mistakes are bound to arise
(Turner 2010). The challenge here also is to recognize the motives that have made employees
choose to leave and have ready solutions for such a situation. Possible resources outages require
that we calculate buffer times (Piperca and Floricel 2012). When resources deplete quickly and
not within the budget scope, the manager should establish ways of finding out how the resources
are finishing and ensure it doesn’t happen again. Inadequate quality checks end up rising follow-
up costs, it is the duty of the managers to distinguish between errors that alter the budgetary plan
and those that do not. Constraints that limit the overall implementation of the project lead to
failure of the projects. Decrease of employee motivation that lowers performance leads to project
failure. The problem of multi-tasking, resources are also required for additional projects and
other responsibilities. All these factors affect the implementation of the complex project.
6.0 Drivers of project complexity
The complexity of a project is defined by the project scope, interactions and interdependence of
the project system and the project context. The scope of the project greatly determines the nature
of its complexity although there are small projects that are complex but most of the small
projects are not complex (Brink 2017). In order to determine the projects size there are
parameters that should be evaluated, like the financial budget, the project team, and the resources
involved. The complexity is associated with variety. Complexity of the projects leads to
interactions and interdependence within the project systems, this involves small components

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within the main system that rely on each other in order to implement the whole project. The last
driver of the complex project is the context. The context of a project ranges from technology,
economic, social to political (Cooke, Tate and Cooke 2011). The context of a project would
determine its level of complexity and interaction. Efficacious projects remain founded on
meeting coherent cost estimates and competence, but scope drawbacks are unavoidable with
achievements that go way back a few centuries.
7.0 The five dimensions of complex project management
The implementation of the five dimension is essential in managing a complex project. It is
important to note that: all project members comprehend the purpose of the project, external
stakeholders realize the purpose of the dimension in relation to the project, all factors of the
project management dimension should be assigned to project action plan separately, and
consistent project records should be maintained to for future references (Davidson Frame 2014).
The dimensions are:
7.1 Cost
The cost dimension covers the factors that affect computing the work scope in monetary terms.
In order to quantify the cost dimension, the following should be done; the overall project scope
should be documented, the estimated project cost and schedule should be communicated, the
project team should be made aware of the potential risks and opportunities associated with the
project, provide records of communication made during budget preparation, and act as
maintenance during disagreement resolutions (Hossain 2009).the project manager should
formulate the standard cost, scope and quantity of the resources to be used throughout the
project. There should be a previous estimation of the projects that were successful to help
determine the rate at which the baseline will work. The dimension should help in reviewing and

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validating an estimation of costs involved in a planning of a project. The aspect uncertainty is
also estimated and the constraints therein.
7.2 Schedule
This dimension relates to the time factor that a project would take to achieve the delivery of a
complex project. Schedule enables the project team to capture the development process of a
coordinated project. This dimension serves as a time management navigation tool that adds
values and improves the quality of the project baseline. Complex projects need scheduling to
ensure time and cost management is ultimately met in the completion of a proposed project. The
schedule should accurately reflect the activities of the project to eliminate potential delays. It
includes, time, prescribed milestones, scheduled risks, and availability of resources
7.3 Technical
The emphasis on the mechanical dimension spells out the aspects of technological advancement
of a project (Mesa, Molenaar and Alarcón 2016). The main concerns of this aspect include the
project design requirements, project range, construction values, and the arrangement of the
organizational and the owner handling the project. The technical aspect similarly includes
substances like language skills, structure design and new technologies implementation for
operational management of the project. It includes contract, technology, construction design,
internal structure, technology, and nature of limitations.
7.4 Context
The context of a project determines its complexity. The context of a project should be handled
separately so as to manage the external factors well (Ahern, Leavy and Byrne 2014). The context
of a project can include; environmental concerns, local issues, stakeholders, legal and legislative

COMPLEX PROJECT MANAGEMENT 9
factors, and project definite factors. Context dimension if not well managed can lead to the
failure of the project. Local issues, environmental, stakeholders, project-specific issues
7.5 Financing
The finance dimension focuses on how the project will be funded. This is an important feature of
the project since knowing the cost of a project alone does not guarantee the funding of a project.
The source of finance for the project should be established and verified to prevent last minute
withdrawal of the funding source (Live Vaagaasar 2011). Finance facilities the speed and
accuracy in which the project will be run. Complex projects need financial arrangement that
meets the design process. Finance drives the workflow of a project therefore the finance
dimension should evaluate a finance capacity that can be adequately met by the project. Also
additional revenues should be identified to cover for uncalled for risks and opportunities. It
exploits asset values, finance driven project delivery methods, differential inflation rates,
commodity-based estimating, and financial techniques to mitigate risk.
8.0 What needs to be done?
Improving project preparation. The project manager should do thorough research on the project
that is to be conducted. Managers need to prepare the project team psychologically and
physically on the importance of the project being undertaken and the impact of the project to the
society Flyvbjerg 2005). Proper preparation ensures that the right team is in place at the right
time and eliminate the need of some team members leaving the project halfway. Improving
communication. The manager should provide clear guidelines and channels of communication to
all team members. With technological advancement, there should be a variety of means of
communication that the project team can use to ensure that the project details are communicated
every step of the way, till the project is completed (Staadt 2012). Improving the planning of

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project step sequence. The project path should be outlined with every detail documented. This
helps eliminate the stoppage of the project due to unclear details, or ambiguous project path.
Improving the allocation of resources. Resources are the driving force of a project. The project
manager should distribute the resources responsibly within the project to ensure that the
allocation adequately covers the entire project at hand. Making quality controls mandatory. The
controls are meant to prevent loopholes in the project process. Managers need to ensure quality
controls are carried out by professionals who will ensure little or no mistakes in the project
evaluation. Teamwork should encompass an obligation to long-term welfares of trust that can
lead to sustainable driven through the phases of the project lifespan. With the developing
complexity of the project models, involvement of decision makers is crucial in providing
direction and setting innovation pace (Lau and Rowlinson 2011).
9.0 Tools and techniques of project managers
9.1 Incentivize critical project outcomes.
The incentives have variety from safety incentives, project cost, and schedule to the task areas
like people mobility, environmental issues, and social factors Develop dispute resolution plan. In
order to develop a dispute resolution, plan the manager should identify the key decision makers
from the project team and stakeholders. Have each partner provide written empowerment to their
project representative, this would ensure that the partners have a reference to what their projects
are all about. Managers should come up with an order of the solving the disputes that arise and
provide an appropriate timeframe for ensuring progress of the dispute solvency. It is also
essential to come up with communication strategies that will enable constant connection between
the multi-partners to provide general procedures for the dispute solvency (Walker 2009).a project
leader who possesses all the qualities necessary should be identified and made responsible to

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handle the disputes and provide follow up resolution procedures. It is also prudent to have a third
party organizers who can step up when the dispute gets uot of hand. Comprehensive risk analysis
should be performed to find out the outcomes and develop mitigation plans that should help
projects not fail before they are completed. Risk analysis helps in determining when to relocate a
plan and the possibility of a success to prevent project delays and extended costs (Cagle 2005)
the early involvement from contractor groups is essential to determine the available materials
and negotiate on the costs. The expert panel should provide strategies for evaluating the
probabilities of risks that lead to loss of crucuial events of the projects, using past records should
help in prioritizing the most risky events. The essential permit issues involve the acceptance of a
project to start running, this involves a few authority bodies that should check the project analyse
the risks and benefits of the project plan. The authorities can also help in shaping the cost
budgets and issue an appropriate schedule arising from the context of the project. Stakeholder
availability should be looked into as they determine how the schedule will look like. The
willingness of the stakeholders should be gauged to prevent financial crisis arising from
stakeholders leaving the project halfway. The project managers are recommended to evaluate
off-site fabrications and their applications. This is essential in determine the disruption of the
quality controls and the control measures involved and the impact on the environment. The
complexity of all projects is determined form the disruption’s in the public domain and within
the project site, the material acquisition to ensure minimal issues in the running of the project.
(Zhu and Mostafavi 2017). Utilities used in the implementation process of the project should be
determined therefore, the project managers should carry out an assessment of the utilities and
approaches that would be required in the accomplishment of the complex project. The work
package involved in the project should be determined, a work package designed appropriately

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increases the chances of project success. The packages should be established with the
considerations of the resources at hand, stakeholders’ capabilities to ensure that they work.
Planning of the work package involves the availability of the work force, funding sources of the
project, procurement planning, involvement of the local industries and uncertainty measures. The
design used to come up with the budget. The phases of the project should be used to come up
with viable segments that can be funded easily and budget estimations calculated easily. The
phases ensure the overall goal of the project is portrayed throughout the process. The
stakeholders and their level of involvement in the project should be considered too (Desmond
2017). Co-locate team. It is important to debate on the benefits and drawbacks of project team
co-location, especially for the big complex projects. A strategy should be established to ensure
maximum participation of all the team members from different locations. Establish flexible
design criteria. A flexible design the exceptions of the project design , the reviews of the needs
of the projects, the processes needed for a project to be approved, the specifics of performance,
the systematic designs and the implementation should be reviewed (Evaluate flexible financing
Core competencies 2001). Marginal sources of funds should not be underlined as they can be
needed in case of uncertainties arising and again the financial budget would be help the
manager’s plan ahead with the marginal funds at hand. Establish public involvement plan.
Managers should come up with a plan that is inclusive of the public, to get their ideas and views
so that the said project could be planned to accommodate them too.
10.0 Critical planning and analysis methods for complex
projects
After analyzing the five-dimensional structure the management is a better position of
understanding the nature, project scope, and the dynamic interface of complex elements.

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Analysis of the exertion sources, the positions of the teams and the rates each element helps to
simplify the necessary resource distribution of decisions. Intricacy mapping helps in visualizing
the techniques of project scope, nature, and the flow of the complexity of the project (Frame,
2014). The planning involves the following basic plans:
10.1 Defining critical project success factors
This arrays the basics of making decisions through the lifespan of a project. The active contact
among project management scopes and the complexity of all the factors can create intellectual
surplus for project team members. It looks at legislative directives and political, leadership is
paramount in project evaluation, resource accessibility, the needs of the community, and project
characteristic.
10.2 Assemble project team
The project manager should gather a team of the most competent members of the project in
question. The project team can measure the inner competences and define any gaps in required
and existing skills, projects needs include skills, knowledge responsibility authority. The team
should come together with ideas and views on how to plan effective and efficient projects.
10.3 Select project arrangements
Procurement and contracting services are established. Analysis of the complex flow chart, map
and the essential success factors, assignments, resource sharing, agreements. Project managers
should make arrangements that correlate with the project in questions.
10.4 Prepare early cost model and finance plan
In order to understand the financial model, the manager should know where the funds come
from, where costs are being utilized and the setbacks on the project design and the importance of
the context flexibility that is portrayed by the funds available. The project managers should use
the finance model to establish the number of donors and sponsors needed for the project

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(Cavaleri and Reed 2008). The financial plan helps to map the established sponsors with the
various sections of the complex project, to ensure that the financial resources cover the whole
plan effectively.
10.5 Develop project action plan
A project involves many people and they are all important and play a role in a complex project.
Project action plan can be targeted towards specific stakeholders or can be general. They are
prepared considering the constraints and risks in the complex projects Andersen et al., 2011).
The project action plan should, point out the steps in which every stage of the process of the
project will be introduced. The action plan gives the team members general ideas of how the
whole project will run, and it also allows for corrections.
11.0 Problems of complexity of project
11.1 Uncertainty as a complexity
Complex projects are faced with uncertainties, to begin with the project manager has his own
views and a culture that he believes in, this when combined with the ideas and cultures of all the
project team members brings uncertainty on how the project will be run (Hobbs n.d.). Complex
projects in a way are called so because they cannot be completely understood, this is attributed to
great numbers and elements that are varied and interconnected and that are not fully quantifiable.
The interactions of the many small components that make up the whole complex system also
leads to uncertainty. Uncertainty propagation is hard to manage since it runs throughout the
complex system, it starts from the performance of a task and it involves costs and all the
deliverables used (Davidson Frame 2014). The project manager should manage the uncertainties
from the root, and this would be a tedious exercise as the project is complex. A project manager
should have leadership skills to enable him adapt to the uncertainties that occur in the life cycle

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of the project. The manager should evaluate the complex project context and reference from the
records of successful completed projects so that to know the kind of uncertainties to expect and
to plan well for them. The project team should be well prepared with the kind of uncertainties to
expect so that they can anticipate for them .
11.2 Complexity-induced risks
Project managers should not focus on the reduction of the complexity of a project but rather they
should properly manage the project to avoid the negative aspects of complexity. This will lead to
opportunities for tackling the complex projects at much more ease Klimenko 2014). The
complexity of a project risks a whole component of the project being overlooked, and this at the
end leads to a failed project as that component is a crucial element of the complex project.
Project manager’s risk not being to get the whole information of the running of the project as it
comprises of interactions and interdependences of many systems, this makes it impossible to be
able to know every information delivered at the right time (Kerzner 2017). Communication risks
associated with complexity of projects can lead to mistakes within the project implementation.
Complexity leads to safety risks, the project manager is not able to monitor all project members,
therefore assessment of the project safety cannot be effectively carried out as the system is
complex, this can lead to risks all over that can affect the proper and effective implementation of
the project (Metcalfe and Sastrowardoyo 2013). The project managers should come up with a list
of the possible risks associated with the complex project being planned, this helps in guiding the
team in watching out for such risks and also gives them a know-how of handling such risks.
Assessment of risks should be conducted within the complex project scope to eliminate
possibilities of future risks. (Baguley 2008).

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12.0 Mapping project complexity
The project manager and the team members should understand the factors affecting complexity
in order to map a project. The main purpose of mapping complex projects is to recognize,
comprehend, and prioritize the essential success factors of a project. After a project has been
mapped well then, the project manages allocates the administrative, financial and human
resources that help the implementation of the project to ensure its success. Once the allocated
resources do not successfully implement the complex project due to constriction from outside
factors, the manager should develop action plan to alleviate, remove, or resolution of the
constraints, to enable the smooth implementation to continue (Lau and Rowlinson 2011). The
final step involves five-dimensional project management process which involves the selection of
the appropriate project management tools that would ensure smooth running of the
implementation process of the complex project. The project manager should identify the team
members with their capabilities and skills and match them to the appropriate components of the
complex project. This would help in ensuring the right team is at the right place at the right time.
An example of a complex project is a construction project development. The Australian
construction industry involves an extensive range of small organizations that collectively build,
alter and repair a great range of construction projects and projects that involve engineering. All
of the small organizations when combined make up the complex construction industry (Mehta
2007). A construction project involves extensive planning to ensure the correct dimensions are
laid down before the project commences. Factors that would generally influence the formulation
of this kind of a complex project include; legal and political, cultural, institutional, sociological,
technological, financial, physical infrastructure and economic factors. Some other factors that
should not be overlooked include weather conditions, community issues and the government

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policy. (Howes 2001) To develop a great complex construction project, the project manager
needs financial stability, resources, great relationship with stakeholders, standard of quality,
progress of work, and communication with all the contractors and sub-contractors. The failure of
a construction project is attributed to poor budgetary estimations and time control, inadequate
resources, incompetent construction designs (Pries and Quigley 2011). The project managers
should set up processes to probe the environment to recognize impending problems, and to try to
establish the power relationships that can help in the management of main factors of effective
implementation of the projects. The construction industry of Australia should employ the five-
dimension project management to help reduces financial constraints, human resources shortages,
and lack of sufficient stakeholders.
13.0 Conclusion
Successful management of complex projects requires all project stakeholders to work together
cooperatively as contributing partners the aim of implementing the project. Major changes are
supposed to be made in the planning, development, design, procurement, and construction of
projects. implementation of risk and opportunity should be incorporated in the complex projects
by the managers to help in the adaptability of the external environment changes project managers
should look into the management of risks while considering the communication, training
organizational framework, commitment, measurement and review to provide concrete
information to help foresee and prevent such risks from recurring (The essentials of project
management 2006). Leadership and the old traditional management knowledge of planning,
organizing, budgeting, staffing, mentoring, and monitoring team members should be
incorporated in the modern project management process. Leadership should encompass
teamwork, collaboration, sharing for the complex project to be an inclusive plan and not a one-

COMPLEX PROJECT MANAGEMENT 18
man activity. This helps the project manager to have a team that is dedicated, multi-disciplined
and highly-skilled (Tinnirello 2000). Complex project management is a specialized discipline
and therefore great specialist knowledge should be considered when dealing with this sector.
Complex project management operates on international methods and tools; therefore, these
should be built on the observation set out in reports, and there’s a need to develop the complex
project management capability standards into a set of larger international standards. Subjects
addressed include; emotional intelligence, cognitive competence, and proficiency standards of
traditional project management (Ponnappa 2014). Relationship models coupled with tactical
skills, Leadership skills, educational and learning methods, leadership and relationship models
and frameworks, cultural behaviors, management of risky opportunities and innovation complex
projects are a global concern as some are even conducted by stakeholder from different
countries, the project manager should find out these opportunities that emerge from complex
projects and seize them, utilize them so that they can deduct ways of avoiding negative effects of
the complexity. Management of complex projects gives the managers a chance to initiate, plan,
execute, monitor and control, and finally close a successful project. When this process is
followed keenly and with expertise then a successful project is launched. This success of
successful implementation of projects is drawn from integration of the resources, project scope,
duration of project completion, the project cost implementation, quality of the project,
procurement process used, the human resources involved, the communication channels and
systems used, the risk management process, and the stakeholder management to ensure that the
project needs are efficiently met (Piperca and Floricel 2012). While complex projects comprise
of excess of dissimilar and most linear features essential to the whole project, complexity
involves interdependence of multiple components that are mutual, whereby the small parts by

COMPLEX PROJECT MANAGEMENT 19
themselves are able to function separately, but become more complex when they are combined
together to form interdependence among them for a project. Thus, changes in variables after the
results of all the other variables creating new meaning to the drivers of the dynamic projects. It
would be impossible for an individual member to understand a whole system of a project as it is
so complex. (Walker 2012). Complex projects are not handled so well in the present times due to
lack of competent managers who have the necessary and talent, there is scarce research materials
to help with future plans of great projects, consumer demands keep on fluctuating, and affiliation
models are so scarce and unsorted. Complex projects can be feasible so as to deliver successful
results through long term reviews of the future needs and current needs of the job markets.
Procurement should be considered when trying to come up complex projects that need to be
viable. Communication should be assimilated in all levels of the complex system of a project to
deliver better verdict of the development of the project

COMPLEX PROJECT MANAGEMENT 20
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