The Theories Surrounding the Concept of Complex Project Management

This article explores the concept of complex project management, including its definition, causes, and theories. It also discusses the various tools and techniques that can help managers complete complex projects, such as Gantt charts and PERT charts. A case study of the PB deep water project is included, as well as a discussion of the degree and nature of project complexity in different contexts.

Running head: THE CONCEMPT OF COMPLEX PROJECT MANAGEMENT 1
THE THEORIES SURROUNDING THE CONCEPT OF COMPLEX PROJECT
MANAGEMENT
Name
Institution
Course
Date

Running head: CONCEPT OF COMPLEX PROJECT MANAGEMENT. 2
THE THEORIES SURROUNDING THE CONCEPT OF COMPLEX PROJECT
MANAGEMENT.
Table of Contents
Introduction.................................................................................................................................................2
Understanding project complexity...............................................................................................................3
Separating simple and complicated complex projects.................................................................................4
The causes of complex projects...................................................................................................................5
The size of the project.................................................................................................................................5
The available time for a project under consideration...................................................................................6
The environments/ issues of complex project management and the implications........................................8
A case study of PB deep water project........................................................................................................8
The various tools and techniques to help a manager complete complex project........................................11
Gantt chart.................................................................................................................................................12
PERT chart................................................................................................................................................13
The critical path technique.........................................................................................................................14
The degree and nature of the projects cases in context to the theories and ideas ......................................15
Conclusion.................................................................................................................................................17
References.................................................................................................................................................19

CONCEPT OF COMPLEX PROJECT MANAGEMENT. 3
1)Introduction
In the last few decades, there has been a continuous and persistent increase in the number of
project management activities being undertaken due to the growing popularity and its long-term success
rate in accomplishing projects successfully. The project activities or rather project management has been
adapted in many different industries and professions which require effective planning when undertaking
ventures. Nonetheless, research has indicated that among the many industries that have adopted project
management, the engineering industry still takes the lead, due to the intricacy of its activities. In the
engineering sector, projects like constructions software development/ information technology projects are
the are the dominate project related activities. It is however important to note that different projects
require different level of effort for its successful completion. Some may require less resources, efforts and
skills while others may need extra-ordinary commitment, resources, skills and time for it to be
successfully executed or rather completed. This brings an insight in the level of complexity of project.
Project management requires careful application of skills and practices for effective integration of the
several sub-projects. Additionally, project management requires interpersonal communication skills by
the project manager. Additionally, there is need for additional skills like conflict resolution and
communication techniques. All these variables Due to the difference in the degree of difficulty among
projects, attentions have been directed towards simplifying the project execution. This is evidenced by the
argument put forth by Cooke-Davies (2011), managing projects in a complex world. It is noted that the
development of modern project management techniques are specifically geared towards the reduction or
simplification of project complexities especially for projects involving the integration of many sub-projects,
which in most cases been referred to as complex projects (p.3).
complexity of different projects may vary from one project manager to another basing on their
perception and skills in handling projects. It should therefore be noted that a project being hard does not
necessarily mean it is complex. According to Jeff Worley, former VP of the Boeing company there are
mostly four kinds of complexities in project management; technical complexity, cost complexity,

CONCEPT OF COMPLEX PROJECT MANAGEMENT. 4
schedule complexity and political complexity. Terry-cook chapter one, it was highlighted that a project
becomes complex when the manager’s effects are difficult to predict or unexpected. A project usually
becomes complex when it results into a combination of three effects; lots of interconnections, highly to be
lots of changes with high levels of uncertainty and time constraint. The key for a project manager to
manage complexity is by analyzing at the early stages, understands the origin of the complexity and
ensuring proper strategy is put in place. The concept of complexity has various theories, causes and
situations/ environment and there are many schools of thought to this with the most common being by
Terry Cooke-Davies’ (Aspects of complexity). The strain, exertion and difficulty of different projects
may be referred to as the level of project complexity in a law man’s understanding. However, different
project specialist has defined project complexity in different way.
2)Understanding project complexity
From the insight in the introductory section, we understand that complexity or the
complicatedness of different projects vary. Complexity has been defined in many different ways by
different scholars. Some researchers like terry-cook, in his book of “aspects of complexity: managing
projects on complex world chapter one, he defined project complexity as the type of project that involves
the integration of many sub-parts and hard to analyze, evaluate, understand and deal with. In other words,
the degree of difficulty and exertion of a project is referred to as project complexity. Different field have
different projects and the completes also varies. One of the fields that have been recognized as
encompassing complex projects include the construction industry due to the increasing innovation and
integration of many subprojects (Cooke-Davies, T. (2011, p.2)
Lalonde, Bourgault & Findeli (2010, p.21) highlighted that all projects are complex, however, the
level of complexity matters. they based complexity on the size of the project, the degree of technicality/
difficulty, and the level of uncertainty of a project. Projects that tend to be more technical and highly
uncertain are regarded as complex in reference to this study. It was anchored by Beringer, Jonas, & Georg

CONCEPT OF COMPLEX PROJECT MANAGEMENT. 5
(2012, p.32) who recommended that for a project to be tagged complex, it must ascertain certain attributes
which include technical complexity, schedule complexity, cost complexity and political complexity. To
him, to him, complexity or complicatedness solely depend on the four variables. Some complex projects
may not have all the four. This implies that the degree of complexity increases with increase in the
variables as well as the strength of the variables. A study by Rolstadås, et al. also regarded a project to be
complex when it is highly uncertain to predict the possible outcomes, highly interdependent/
interconnected, and has a high degree of time constraint.
On the other hand, theories may primarily and typically be understood as the norms or principles
associated to a particular topic or project. In reference to this, it is important to note that the theories
surrounding the concept of complex project managements are simply norms and believes that people
(project managers) uphold in relation to complex projects. The complexity of different projects may be
perceived in different ways according to different project managers. In other words,
3)Separating simple and complicated complex projects
From the definitions of complex projects according to Worley, it is imperative to understand
that simple projects are those that do not have the four variables as listed in the introductory section
i.e. time technicality, schedule, political and cost technicality (Saviano, & Di, 2011, p.199). This is
simply the reverse of his definition. From a general perspective, simple projects refer to the ones that
do not have many interdependent subprojects, manageable in relationships to the cost and time
4)The causes of complex projects
In regard to the introduction, it was noted that the issue of complexity is caused by various
questions and based on different perceptions. this variation is due to a feedback loop in which case the
effect is itself a root cause. The most frequent causes of project complexity are known to be the changes
in variables like project size, location, the team experience or expertise, interfaces within the project,

CONCEPT OF COMPLEX PROJECT MANAGEMENT. 6
logistics, political influences, permits and approvals there isn’t much difference between complexity and
the achievement aspects of the scheme. The biggest issues that influence the effect on the success of the
project are production time and cost. When this complexity is not fully understood by the managers,
failure of projects becomes the order of the day.
(Pauget, & Wald (2013, p.200) showed that complex projects possess various characteristics
which makes it hard to predict the project outcomes. The relationship that exist between project interfaces
and attributes induces complex projects and their subsequent significant influence on the functionality and
predictability. With the preceding note, we can draw an insight that, although complexities vary from
project managers to other project managers, there are basic general perceptions and issues that may make
a project to be regarded as complex. These complexities arise from the number of variables and project
size under execution. The causes of complex projects can be identified as follows;
a) The size of the project
When a project involves a large number of stakeholders, it is typically true that the management
of various stakeholders involved in the project will be complex. It anchors on the principle/ norm that the
higher the number of stakeholders, the complex a project is regarded. Additionally, large projects require
extraordinary skills when it comes to the allocation of resources to the many various subprojects in the
project. A failure or misconception during resource allocation consequently leads to large costs and
expenses undertaken which is results into losses and project failures in general. Risk management and
assessment is yet another issue that is associated with large projects. The larger a project is, the higher the
risks involved which requires a more integrative skills of assessing the various project fields and
structures. This subsequently increases the level of complexity of a given project.
With the prior knowledge in this section, it becomes inevitable that bigger projects are more
complex as compared to the small ones. Increasing the number of stakeholder and resources leads to
complexity as it hampers project effectivity and outcomes. Customer satisfaction has a lot to do with the

CONCEPT OF COMPLEX PROJECT MANAGEMENT. 7
success and failure of the project and it does matters whether the project outcomes are in line with the
project expected deliverables or requirements.
b)The available time for a project under consideration
Today, change management has yet become another important factor when it comes to project
management. Change management refers to the ways in which an organization or a project manager
prepares and acquaint his team with the necessary skills for change management. While taking a critical
analysis of change management in projects, the ability of project managers to efficiently and correctly
disseminate skills among the team members of a project to enhance the success rate of a project is yet
another factor that complicates projects. This is evident in Hu, Chan, Le, & Jin (2013, vol.3). Projects
with much activities and stages involved yet has a short deadline consequently becomes complex. This is
because it requires a close attention accompanied with high level of flexibility to changes. Being able to
fix schedules and competently redistributing resources in a short time period can be challenging and
frustrating to the managers. In other words, the process of managing projects with shorter deadline
requires a high degree of competence in relation to time and change management. Research studies
reported by a series of project managers in different fields have indicated that one of the main reasons for
shadow work in project management fields are a result of poor change management and time allocation.
The tendencies of project managers to work under pressure due to deadline period as dictated by the
project timeline makes project outcomes to be of substandard. In reference to this, it is important to note
that time management as well as change management should be offered a great attention
A recommendation by Larson et al., (2014, vol.6) put it clear that projects would rather miss the
deadline as shown in the project timeline than meeting deadline and making substandard outcome. They
capitalized in successfully managing project portfolios. It was note that structural alignment in project
management helps in defining all the relevant activities to be involved during the project management
processes while appropriately and efficiently managing time. This can only be achieved through having a

CONCEPT OF COMPLEX PROJECT MANAGEMENT. 8
thorough understanding of the role of structural alignment in aligning the several project activities. This
report positively correlated to the view and idea of many other scholars like. It was noted that
understanding complexity of a project helps in appropriate planning and thus increasing the project
success rate. In other words, it is like mitigating the project activities that are likely to by critically
diagnosing the possible weak points of the project and hence putting forth the possible solutions or rather
remedies for the weak points, in turn helping in improving project success rates within the required time
bound and within the budget as anticipated in the project charter and timeline
In a sense of wiping up and summarizing the causes of project complexity, it is typical to center
on some specific factors that can be additives of making a project complex. These factors include but not
limited to;
 Poor working relationship and collaboration among the project stakeholders
 Poorly defining and allocating of project roles to unqualified or uncommitted
project stakeholders or rather stakeholders having divergent interest from what is expected
 Ambiguity and unclearness of the client needs in the project outcomes or
deliveries
 Poor communication between and among different stakeholders.
 Poor decision making among the involved stakeholders mostly due to low
expertise
Doloi (2011, p. 636) reported that complex projects in most cases have multiple values or
variations. Successful management of these complexities and properties calls for; delivery leadership
ability to go through uncertainty to achieve the projects vision, collaboration or working as one team in
harmony, benefits realization, understanding and delivering value, effective communication and being
responsible

CONCEPT OF COMPLEX PROJECT MANAGEMENT. 9
5)The environments/ issues of complex project
management and the implications
When it comes to environment of complex projects, it basically refers to the prevailing conditions
and contexts in which complex projects are executed in. This implies the contexts to which complex
projects are performed or implemented. As it was noted earlier, complex projects involve the integration
of many sub-projects with high level of difficulty in understanding. It therefore implies there is need for
careful analytical skills in order to successfully understand execute the project activities as required or
rather as expected. In addition, there is need to detect the eco-friendly consciousness needed or required
by the project manager in complex situations (Bryde, Broquetas, & Volm, 2013, p. 980). The factors
vary; that is to say, the internal factors and the external factors. These are the main drivers of project/
business outcomes and may also be affected by the internal culture of how the firm reacts to a shift in
change management and project engagement.
A case study of PB deep water project
Taking a critical review of the BP deep water project it is justifiable that complex projects are
much more difficult to handle. It requires the integration and execution of many complicated sub systems.
The level of uncertainties and risks are significantly high. For example, in the report compiled by the
National Commission on the BP Deep Water Horizon oil spill and offshore chapter four, (p.94-104), it
was illustrated that, the exertion of pipes into deep water, thousands of feet’s underneath involves a high
degree of complexity accompanied by numerous uncertainties. Keeping in mind that pipe exertion is just
a micro (small sub structure) of the big BP deep water construction. Analyzing the complexity and risks
of only the pipe exertion as a case study, then reflecting it on the whole BP project which has hundreds of
such projects, it typically becomes extra-complicated/ complex (Water, 2011)

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Possible remedies of handling complex project environment; examining and evaluating
complex projects helps in thoughtful view that both anxious projects and multifaceted settings need more

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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or less similar approaches to attain the deserved success. Some areas are beyond the project managers
control when toiling to ensure success of a project such as; competing stakeholder interests, lack of
commitment by the stakeholders and the nature of the project’s business benefit. The commercial setting
in which the project team members and its prospect of success before it even commences. it mainly
concerns the way in which the project’s manager exerts influence through experience, knowledge and
determination to assist in project execution. Recovery or troubled projects display similar kinds of
environment. In this essence, it is the responsibility of the project manager to streamline and strategically
align the available resources while using the most appropriate techniques to structure an environment
favorable for the complex project. These can be achieved by the manager through;
 Employing the most effective and updated technology in the project execution
 Arousing the zeal and passion of the project stakeholders to put more effort and
strengthening their effort
 Employing best conflict management and resolution methods to help in
harmonious working
 Ensuring effective communication and engagement among the stakeholders
 Improving on the risk mitigation through improved risk assessment and analysis
Environment of the business is broken down into mostly the context of business projects
whether its government or for-profit firms. Poor and lack of process and documentation are indicators of a
poor complex project environment and this subsequently increases the degree of failure in a project. The
external and internal environment should be well gauged as argued in Environmental scan by Michael E.
Porter. He proposed the five forces model as a way of determining the competitive forces that define
industry profitability. Other important external factors are the political and regulatory environments. This
always comes with new views and new priorities for government portfolios as does a change of
government. The employment of porter’s five forces can further help in advancing the project success
more especially for business-oriented projects established in a competitive market or industry. The

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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standard portfolio management-second edition cascaded that planning from strategy, portfolio, and
operational planning helps to ensure the firm’s success and improve the project’s prospect of
accomplishment. Mir, & Pinnington (2014, p.217) evaluated and found that there is a difference between
complex environments and troubled projects, but there are similarities that both can be handled in similar
ways. In simple terms, all projects are planned and implemented in social, political, international and
environmental context. International and political environment; this requires knowledge on national,
international or local laws and customs, time zones, technology levels and use, logistics requirements and
favorable means of travel.
Physical environment; knowledge about local ecology and physical geography that could affect or
be affected by the project. Cultural and social environment; it’s mostly about how a project affects the
people and how they affect it in return. It’s very sensitive and requires understanding of the
demographics, ethical, cultural and religious backgrounds.
6)The various tools and techniques to help a manager
complete complex project.
From time to time, there has been a continuous innovation of existing knowledge as well as the
invention of new and more improved mechanism of handling tasks with in a project. It is therefore
important to note that complex projects to adopt to such change management for a successful completion
of the project. It was noted in the earlier section that change management is an important aspect of project
success and improvement as it can be noted in Pitsis et al. (2014, p. 1290). The changes in the era has
therefore led to the development of new tools and techniques directed towards improving and simplifying
the tasks associated with complex project management. This has been evident in the consistent and
persistent development of computerized project management applications. This include but not limited to
Microsoft visuals, Microsoft project manager among many others.

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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In project management, Blomquist, Hällgren, Nilsson, & Söderholm (2010, p. 516) reported that
computerized project management software packages are designed in such a way that it is well integrated
with tools relevant for a particular field. For example, the stakeholder management software packages are
designed with all the necessary tools needed for stakeholder analysis, responsibility and scheduling.
Likewise, the Microsoft project, it has all the planning tools including auto scheduling. Moreover, the
computerized software has high levels of efficiency except where they are inappropriately used. In other
words, project managers’ computerized software packages have essential toolbox which contains the
necessary apparatuses which helps the project save time and costs. The management software possesses
tools and techniques utilized to optimize the running of any project. There are various managing
procedures and practices which can be utilized to improve and optimize efficiency of project processes
(Blomquist, Hällgren, Nilsson, & Söderholm, 2010, p. 516)
Looking at the market, there are a series of project management application. Our study will be
focusing on a few of the popular tools.
a) Gantt chart
One of the utmost used tools is the Gantt chart developed by Microsoft cooperation. It’s a chart
devised and designed to plan the sequence of activities of the project on its way to completion which
determines its time lag and required resources. According to this technique the optimized work path is
calculated automatically for the project plan based on task dependencies, durations, dates and milestones.
In case of any changes and something is introduced, the chat will automatically update itself. This will
enable the project manager go around with a bit of ease. One of the classic techniques of the chart is
displaying horizontally and vertically. The application is broad and versatile as it can efficiently execute a
series of project planning. The project managers’ work is simplified as most tools have been automated
and permits automatic adjust. Additionally, the package allows manual planning if need be for the project

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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manager. The software package has undergone a continuous series of updates from the time of its first
development. It still draws back to the idea of change management.
This chart allows the easy observation of;
 The project’s critical path
 Task dependencies
 Project bottlenecks
 Comfortable activities
A sample of work done by Microsoft project is as seen below.
b)PERT chart
Blomquist, Hällgren, Nilsson, & Söderholm, (2010, p. 518) alos included pert chat as another
control technique, PERT (program evaluation review technique). It helps to manage time. Keeping in
mind that time is one of the greatest and vital factors for accomplishment of a plan, it becomes typical to
make the best use of this technique for effective projects. It calculates the expanse of representative time
it could take to complete a project. It can be used to calculate the period for each separate task as well as
the entire project that permits effective and efficient coordination of the project organizational team. The

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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use of PERT chart allows the evaluation and analysis to determine the ways in which available resources
for a project can be optimally and efficiently utilized including the available time. PERT allows creation
of mostly three different time approximations;
 The straightest and minimum time each task can take
 The maximum feasible time
 The lengthiest time that can be consumed by each task if things do not go on
plan.
This tool obliges as a cautioning of chore interdependencies. it is in most instances used when the
project being handled is complex, involving many interdependent structures that need coordinating and
structuring. In case the task is complex, the project manager needs to envision every project task that us
integrated in the project while considering their correlation or interdependencies order to effectively and
clearly have a roadmap of the project execution.
c) The critical path technique
The tools is most convenient for the determination of the project task criticality by the project
management team activities, time constraints, durations, and interdependencies are further monitored by
this tool. In other words, this tool can be used in the prioritization of tasks depending on their impact else
the influence in the project.
Kanban is another project management tool that assists to monitor and manage project with much
prominence based on the recurrent delivery and trying to minimize the level of burdening to the project
team. It enables teams work together more efficiently. It’s based on majorly three principles;
 Enhance flow
 Limiting the amount of work in progress
 Visualization of what you need to do today.

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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It encourages unceasing teamwork on the going culture and improvement by signifying the best
conceivable team work flow. The right mix of these tools is needed by the project manager to manage the
complex projects at hand for a much more expected and successful outcome (Söderlund, & Maylor, 2012,
p.696).
7)The degree and nature of the projects cases in
context to the theories and ideas of complex
projects.
Risk analysis is very important for complex projects, though systems makes the evaluation of
risks in real projects difficult. A complexity assembly is used to identify systems and draws lessons about
the risks. The nature and degree of complexity in projects starts from the human behavior. It’s the biggest
source of complexity in projects. this due to the challenges of organizational politics that subdue the
ability to agree of on the set objectives of the project. For example; stakeholders having unrealistic
expectations, stakeholders who disagree with projects goals, poor executive sponsorship, hidden agendas,
ethical issues, holding critical information deliberately, firing stakeholders during instability of the
project. The element of system complexity is the dynamics of different areas. Though it’s hard to notify
or differentiate between this and other areas. In most cases the degree and nature of system complexity
does not equal that of the technology (Ahlemann, et al., 2013, p.56).
Ambiguity is another facet of complex projects. It mostly deals with unclear situation where
something could arise because you have no idea of what to expect. This usually arises due to un expected
change in the context of a project. This about dealing and managing both negative and positive rise.
Ambiguity is where an issue emerges and results into a situation where the progress of the project
changes and various factors have to be considered. Having the ability to deal with bounce back issues is a

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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great deal in managing complex projects. The components of complexity are majorly in four distinct
constructs; interdependency, ambiguity, uncertainty and variety.
Modern projects have roots in control theory and systems development, and there is increasing
complexity in this modern world (Stoshikj, Kryvinska, & Strauss, 2014, p.30) However much there is
this complexity and doubt among various managers not believing in themselves to control and undertake
complex projects, certain organizations have gone a step ahead to capitalize on complexity into financial
advantage like IBM. Ideas and theories surrounding project management term a project complex if it has
many interdependencies and in case of a change of one part, there is a simultaneous change in another and
also this is very unpredictable.
Human ambition brings up a tendency of complexity in projects. In situation where people or
organization are operating according to their capabilities, they are more likely to find themselves in
complex situations. In this case ambition is great source of complexity in programs and projects.
Beringer, Jonas, & Georg (2012, p.32) analyzed omplexity theory puts emphasis on the
interactions and accompanying feedback loops that constantly alter systems. It examines non-linearity and
uncertainty. The gist of the theory includes how organizations or firms adapt to the issues of uncertainty
and how they cope up with the changes around the various environments
Some of the project management theories include, classical management theory; management
takes place within a structured organizational setting with clearly stated goals. This theory emphasizes
structure, prescriptive about what is good for the firm, practical manager (Blomquist, Hällgren, Nilsson,
& Söderholm, 2010, p. 516).
The scientific management theory; it breaks down the components of manual tasks in
manufacturing environments, timing each task in order there is a proven best way of performing each
individual task. This was a scientific system where tasks became specialized and discrete. The emphasis

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
18
of the theory is on efficiency and productivity, though it ignores the various human aspects of
employment. According to the theory, managers are required to;
 Select and train workers.
 Set up a reliable organization to take all responsibility from the workers with
expectation of the actual job performance.
 Determine accurately the time each task will take up.
For the project team employees; it is important to have a general for all the workers to streamline
towards achieving the standards of the project, they should be willing to lean new techniques and ideas of
task completion, accept the guidelines and role of management to assign the tasks.
Projects suffer a great deal of uncertainty. A schedule as usual is comprised of set task that are
implemented at periods verbalized by dependences and resources. The projects schedule is subject to
uncertainty because of the estimated duration of each task comes along with some uncertainty associated.
Estimates always differ from reality due to uncertainties which come up in many ways (Alias, et al., 2014,
p.69). People have an intuitive feeling that projects may require more effort than planned or rather than
less. This because it’s more likely for us to omit tasks that are key to the project and so underestimate the
effort. Uncertainty in projects cannot be eliminated but could be reduced. One the ways is by reducing the
elements that are to be estimated. The obvious strategy is by breaking down large specifications into
smaller and manageable ones. Uncertainty in this case cannot be eliminated by estimation methods. It
arises due to imperfect knowledge of what to do, how long it should take and also due to unpredictable
events (Blomquist, Hällgren, Nilsson, & Söderholm, 2010, p. 516).
For unscheduled projects with a scope that’s not known have a high rate of uncertainty and it’s
difficult to plan appropriately. In the attempt of meeting scope, the use of agile project processes such as
scrum For fixed schedule projects, this is a convenient way to conduct projects when estimates are poor,
scope frequently changes and poor highlighted.

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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8)Conclusion
It can noticeably be noticed that complex projects can be so challenging to achieve success due to
the many integral sub-projects accompanied by a series of complicated interdependent structures that
need clear strategized ability to implement. The complexities vary from the number of interdependencies,
size/ number of stakeholders, to the total maximum available time for the project execution. Nonetheless,
it was noted that some of the core reasons for project failures include inappropriate change management,
poor time management, communication and inadequacy of skills needed for effective management of
complex projects by the project managers. with regard to the challenge of poor execution of complex
project, it is important for project managers to effectively acquaint themselves with the necessary skills
such as communication skills, effective planning and time management, ability to integrate change in line
with changing technology, and conflict resolution skills among the stakeholders. In addition, the project
managers should be intuitive and curious to learn new ideas and techniques (Browning, 2010), p.332)

CONCEPT OF COMPLEX PROJECT MANAGEMENT.
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