Complex Project Management

Running head: COMPLEX PROJECT MANAGEMENT
Complex Project Management
Name of the student:
Name of the university:

1COMPLEX PROJECT MANAGEMENT
Answer to Question 1
In order to reduce project complexity rather for managing complex project the available
tools are required to be used by the project managers and the members who are associate to the
project (Cooke-Davies, 2011). The four different dimension or categories that are dependent on
complexity sources and might comprise a project management tool for assisting the stakeholders
so that they can identify the complexity nature. The role of project executives is to define the
most suitable tool which is suitable for the project sustainability and commercial revenue.
Throughout the project development life cycle period the suitable tool is required to be
utilized. The project complexity perception is influenced through the experience, key
stakeholders and personal capabilities of the project team members. The situational judgment is
operated considering the organizational political agenda and cultural needs. The four categories
are interrelated to each other (Mwaro, Omwenga & Kihonge, 2016). From the classical
complexity point of view the structural information roadmap or the structural complexity occurs.
The project activities are the sources of this kind of complexity. Due to complicated
approval or organizational structure in the form of non linear feedback the structural
complexities generated. The root cause of technical complexity is technical design errors. If the
organizational head fails to determine the project success pathway, well defined goal and
objectives then directional complexity may occur. Over the changing time if certain
unpredictable changes occur that are difficult to handle by the project team members that time
temporal complexities may occur. If theses unpredictable changes are technical then the temporal
changes can also be identified as technical complexity (Ahern, Leavy & Byrne, 2014). In

2COMPLEX PROJECT MANAGEMENT
addition to this, structural complexity can also interrupt the success pathway of any project. Thus
it can be stated that structural complexity is also related to directional complexity and vise versa.
Answer to Question 2
Each wicked problem is comprises of various characteristics like it does not have any
definition formulation not even stopping rules and regulation. The ultimate solutions they
provide are not accurate each time. After analyzing the features and characteristics of wicked
problems the initial concept that was generated regarding structural complexity and dynamic
complexity were changed a little. In order to obtain value added outcome for project success the
effectiveness of the actions are required to be improved (Klakegg, Williams & Shiferaw, 2016).
Lack of idea regarding organizational and project context may create additional project
complexities. Parametric estimation is referred to as one of the most effective ways through
which the overall cost and duration of a project can be assumed and estimated.
This technique is much easy to implement than any other concept. The Parametric
estimation comes from different sources which are published by large organizations. On the
other hand, the wicked problem is referred to as those issues that generally occur in chaotic
environment of the business organization. This challenge is very much difficult to tackle from
the project management perspectives (Sridarran, Keraminiyage & Herszon, 2017). If the wicked
problems are not expressed as a solvable issue then proficient design and development changes
are needed to be evolved by the project manager. Both the concept does not agree to each other.
In order to eliminate project complexity both parametric estimation and the concept of
Mr Shermon’s are applicable. In other words, the degree of project complexity can be eliminated
from the project if both of these concepts are collectively utilized by the project executives. It is