Managing Complex Projects: Causes, Environments, and Properties

This article discusses the causes, environments, and properties of managing complex projects. It covers the challenges faced by project managers in managing complex projects and the tools and techniques used to manage them. The article also provides an overview of the stages involved in managing complex projects, including initiation, planning, execution, and closure.

Managing of Complex Project 1
COMPLEX PROJECTS MANAGEMENT
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Managing of Complex Project 2
Complex Projects Management
Introduction
Construction projects for a long time have been described as dynamic and complex. The
construction projects are amongst the most complex undertakings. Even though there is no clear,
universally accepted definitions of complexity, there has been many definitions of the term
project complexity.
What makes up the complex projects? In most cases complex projects are viewed as complex
due to their team size, budget, stakeholder engagements, strategic viewpoint and the impact of
the dedicated teams doing projects based work that may span from one to five years with
extensions. Usually managing complex projects presents a series of challenges greater than those
experience in the typical project management (Hass, 2016, p. 274).
In the construction industry, organisations are under a lot of pressure to deliver high level of
performance in order to satisfy the clients and other stakeholders within the given time frame.
Due to that organisations in the construction industry are required to manage complex projects
much better. The contractor in construction is at the forefront of managing projects; hence their
influence and impact on delivery to achieve the goals and objectives of the complex project
cannot be underestimated (Kerzner, 2012, p. 119).
The idea of complexity in managing complex construction projects have been established in two
streams namely; Complexity in projects and Complex projects. The complexity in projects
focuses mainly on projects through the lenses theory of complexity while on the other hand the
highlighting of the dimensions of the projects complexity is done by complex projects.
The complexity of projects has increased in an alarming rate in the recent past which has forced
the project managers to in the modern world to come up with new knowledge, works models,

Managing of Complex Project 3
techniques and tools for managing the complex projects. Nevertheless, there is need to get a clear
definition of the complex projects and their characteristics, hence this topic is to identify and
discuss properties, environments and causes of complex projects in order to get a clear
understanding of what the complex projects are. These ideas can have profound implications in
the existing model of project management, bringing the harmonizing method of thinking the
phenomena of this field and opening potentials for the use of new knowledge, tools, techniques
and practices. Therefore, to sail in the complexity, it is necessary to discover new ways of
managing it (Heaslip, 2014, p. 393).
The project complexity has a negative influence upon the process of managing in specifically on
the project performance. The absence of consensus on the project complexity is a very serious
problem as project complexity is closely related with the process of managing the projects at the
same time the performance of the project managers. Hence the understanding of the project
complexity and complex projects is of great benefits to address the problem of project
performance. Below are some of the definitions of complex projects according to some of the
authors
Definition author
The complexity in projects is the number of different
disciplines or departments involved in the project, as well
as the complication of the design itself.
Larson & Gobeli (2009)
“Complexity in projects consists of many, varied and
interrelated parts and can be operationalized in terms of
differentiation and interdependence.”
Baccarini (2016)
Complexity in projects is characterized by the number of (Kerzner, 2012)

Managing of Complex Project 4
elements and their interdependencies, including multiple
objectives and multiplicity of stakeholders, as well as the
uncertainty of methods and goals
“Complexity in projects is the property of a project that
makes it difficult to understand, predict, and to keep its
overall behaviour under control, even if there are
reasonably complete information about the project
system.”
(Hass, 2016)
“Complex design is the one that exhibits a high degree of
uncertainty and unpredictability, derived from the project
itself and its context.”
(Kerzner, 2012)
The causes, environments, and properties of complex projects
Introduction
The complexity of projects has increased in an alarming rate in the recent past which has forced
the project managers to in the modern world to come up with new knowledge, works models,
techniques and tools for managing the complex projects. Nevertheless, there is need to get a clear
definition of the complex projects and their characteristics, hence this topic is to identify and
discuss properties, environments and causes of complex projects in order to get a clear
understanding of what the complex projects are (Billows, 2011, p. 73). The above ideas are
capable of resulting to adverse implications in the existing model of project management, which
brings a harmonizing form of thinking the phenomena related to the field and opening potentials

Managing of Complex Project 5
for the use of new knowledge, tools, techniques and practices. Therefore, to sail in the
complexity, it is necessary to discover new ways of managing it (Wysocki, 2014, p. 667).
Causes of Complex Projects
There are many causes that makes a project complex some of them are as discussed below.
The level of details that are involve. There are many details that are involved in the construction
of complex projects, there are many variables and interfaces that are experiences during the
construction and implementation of the project which are in most cases not experienced in the
other normal physical projects (James, 2013, p. 55).
Unpredictability, most of the complex projects are unpredictable in nature in that majority of the
stakeholders are not aware of what will happen as the project implementation progress due to
that some of the issues that arises are very challenging making it hard to solve thus making the
project very complex.
Dynamics; There is very high rate of change on how the complex projects are managed and run,
since they take a long period to be completed there are many changes that are expected. Usually
there is change in the management and the technology that are used in the management and
construction. Mostly project managers find it to be a bit challenging working under the
environment where there is very high rate of change on how things are carried out and due to that
most of them find the project to be complex (Alderman, 2013, p. 173).
Uncertainty in that the complex projects have inability to pre-evaluate the occurrence in action
due to their massive size and the huge team of experts who are involved in the implementation of
the project. In the situations where the project managers have inability to evaluate the occurrence
of actions it becomes very complex to manage such projects.

Managing of Complex Project 6
Social structure. During the execution of the complex projects there is a huge number b of
interactions that takes place due to the high number of stakeholders who are involved. For
instance, the personnel who are involved in the complex projects might be from different
cultures and regions which makes it to be very hard for them to work together in some cases,
some of them don’t have a common language to communicate and therefore it becomes a great
challenge to manage such projects (Pierre-Jean Charrel, 2017, p. 223).
Environments of complex projects
Environments for complex projects symbolizes a link between the processing of the project and
conditioned for how it affects the progress of the project. Such an interaction is provided by
numerous factors such as physical, ecological, operational, cultural, economic, social, financial,
psychological, and organizational among many others. The environment of the complex projects
does not only formulate the projects but also estimates it (Smyth, 2015, p. 296).
Usually the analysis of the project environment is carried out at the begging of the project. This
technique identifies the lobbies and at the same time integrates the project stakeholders into the
project group. All the impact factors are usually analysed in this analysis i.e. The stakeholders
and their interests, project risks and project chances, measures for the control. The stakeholder
type is thus analysed. It differentiates passive and active type. The first group comprises of work
council, authorities and all the parties who are affected by the project directly. The second group
represents project managers and project team, the customers and principal (Building, 2016, p.
226).
Properties of complex projects
Complex projects have the following properties

Managing of Complex Project 7
The complex projects have a significant external or political influence since most of the projects
are termed to be landmarks of the nations where they are being constructed. Due to that most of
the political class tends to have a lot of influence on how such projects are managed, since most
of the complex projects are used to measure the wealth and might of any given country.
Most of the complex projects usually runs over a long period of time which exceeds the
technology which they are constructed with that most of the project and managers and
Contractors usually use different technologies in managing and constructing them.
Most of the complex projects can only be defined by the effect and not by solution
Numerous tasks in that there are many activities that are carried out in the construction of the
complex projects. For instance, in the construction sites of the complex projects there are many
activities that are carried out at the same time in order to complete the project within the given
timeframe (Faulconbridge, 2015, p. 335).
In the construction of complex projects there are many interconnected components or elaborately
interrelated components in that the complex project is made up of many components that are
closely related which makes it very complex for on to manage a project with such many
components.
Summary
In summary, there are many causes that makes a project complex some of them are as discussed
below.
The level of details that are involve. There are many details that are involved in the construction
of complex projects, there are many variables and interfaces that are experiences during the
construction and implementation of the project which are in most cases not experienced in the
other normal physical projects

Managing of Complex Project 8
Tools and techniques used by the project manager to manage complex projects
Introduction
It is a challenging task to manage complex projects as it involves complex responsibilities.
Because of that reason, techniques and tools have been developed to help the project managers
accomplish and execute their duties within the given timeframe. Some of the devices can be
operated manually while others require a software installed to a computer for it to be executed.
In most situations, project managers in charge of managing complex projects need to select a
project management technique or tool that best suits their management style.
For the past few years companies; typically opted to carry out project effort, assigned all
necessary resources and the project to an individual who was carefully selected. Even though the
basic concept of managing complex projects are simply applying this concept (Robert, 2016, p.
662)
The project management techniques used by project managers
The process of managing complex projects normally comprises four key stages which include
initiation of the project, project planning, execution and closure of the project. Below is the
skeleton of the steps and the project management techniques that are used.
Initiating the project
The techniques used by the project managers in this phase include;
i) Determining of the team that will initiate the project. This technique encompasses the
organization of team members who will aid in conducting the initiation activities of
the project.
ii) Developing a mutual rapport with the customer. A strong bond is initiated when one
understands the customers’ organization (Pryke, 2017, p. 511).

Managing of Complex Project 9
iii) Coming up with the project initiation plan. The plan defines the activities that will
organize the team while at the same time working to set the objectives and project
constraint.
iv) Establishing the management processes. This technique involves developing of a
communication team and the reporting processes, job roles and assignments, Change
of project procedure and how funding and billing of the project will be carried out.
v) Determination of the project workbook and the management environment. The
technique basically emphases on the collection and the organization of the tools that
will be used in managing the project (Remington, 2012, p. 565).
Project Planning
The following are some of the techniques used by the project managers to manage a complex
project;
i) Identifying the project scope and describing the project alternatives and conducting a
feasibility test. It involves asking questions like the problems and opportunities the
project will create? And also the results of the project and how they can be measured?
Also how the project will be known that it is completed?
ii) Differentiation of the project into several tasks. It helps project managers to quickly
break down the project and ensure the smooth progress of the project tasks.
iii) Preliminary schedule development. It involves allocating each task-specific time of
completion. Helps the manager to quickly estimate the start and end time of the
project (Forsberg, 2015, p. 776).
iv) Development of a communication plan which helps clear information and interactions
between the managers, the members of the team and the customers.

Managing of Complex Project 10
v) Determination of the project procedures and standards, whereby the deliverables are
tested of how they were achieved.
vi) Risk identification and assessment. Source of the risk is identified, assess the
consequence of the risk and how it can be avoided and solved.
vii) Creation of a primary budget that summaries the whole expenses and revenues of the
project.
viii) Development of work statement that outlines the expected work against projected
outcomes of the project.
ix) The project baseline should be set as it involves the provision of estimated tasks and
the required resources (Quigley, 2013, p. 295).
The project management techniques involved in project execution include;
i) Execution of the baseline plan. Project managers are entrusted with the authority of
executing the project activities, acquiring and assigning of the project resources,
training and orienting of the new team members of the project, making sure that the
project stays on the planned schedule, and ensure the deliverables are of the highest
quality.
ii) Comparing the project progress against the project’s baseline plan. It is an effort to
ensure that the project continuation is progressing smoothly and according to the set
target. It helps in minimizing any problems that may arise.
iii) The project manager should also be able to manage changes related to the baseline
project plan (Hillis, 2017, p. 553).

Managing of Complex Project 11
iv) Workbook of the project plan should be thoroughly maintained because it is the
primary source for the production of reports related to the project. Wrong entries may
result in inaccurate project reports hence poor results.
v) Status of the project should be communicated which means the entire plan of the
whole project should be shared with the project team members and any revised and
changed plans should be communicated to the whole team and all interested parties.
Effective communication helps to minimize minor errors by the team members who
might delay the completion of the project and ensures the smooth progress of the
project.
The following are project management techniques involved in the close down of the
Project.
i) Close down of the Project. All the interested parties are eligible to be notified of the
completion status of the project. All the documents and records related to the project
should be completed to enable the review of the project to be conducted.
ii) Conduction of post-project reviews. It helps to identify and define the weakness and
strengths associated with the deliverables of the project and procedures of how they
were created. Lastly, it helps to define the project management processes and how
they were evaluated. (Pollack, 2015, p. 56)
iii) Closure of the customer contract. It is the final act of the project which ensures that
all contracts related to the project were correctly entered and finalized in the required
manner. It helps to avoid court cases and complains after the project has been
completed.
Summary

Managing of Complex Project 12
In summary there are many tools and techniques used by the project manager to manage
complex projects. The technique that are used depend on the stage of the project all the phases
i.e. Initiating the project, Planning the project, project execution and project closedown have
unique technique that are used by the construction managers.
In the project initiation stage project managers use techniques such as; determining the project
initiation team. The technique includes forming team members to aid in conducting the project
initiation actions. Developing a common affiliation with the customer. Understanding the
customers’ organization will help to foster a stronger bond. Coming up with the project initiation
plan. The plan outlines the activities that are vital to form the team while working to set the goals
and project opportunity.
During project planning, managers use techniques such as; Differentiation of the project into
several tasks. It helps project managers to quickly break down the project and ensure the smooth
progress of the project tasks. Preliminary schedule development. It involves allocating each task-
specific time of completion. Helps the manager to quickly estimate the start and end time of the
project. Development of a communication plan which helps clear information and interactions
between the managers, the members of the team and the customers. Determination of the project
procedures and standards, whereby the deliverables are tested of how they were achieved. Risk
identification and assessment. Source of the risk is identified, assess the consequence of the risk
and how it can be avoided and solved.
The degree and nature of the projects cases
i) Deepwater Horizon
The project was constructed by Hyundai Heavy Industries which is a company based in South
Korea. Its main purpose was to identify and extract oil from the earth’s natural oil reservoirs

Managing of Complex Project 13
(Williams, 2015, p. 66). It is 9 years old semi-submersible, floating, mobile dynamically-
positioned drilling rig that could operate in water up to 10,000 feet deep. The rig was charted to
the British petroleum from 2008 to 2013.
Reasons why the project failed
There are three main factors that have been attributed to the failure of the project.
Poor safety and testing measures
Equipment failures
A risk management plan that is poor.
In the long run, the explosion was instigated by a well honesty failure that was followed by a loss
of the pressure fluid in the well. Normally, specific expedients are used to halt this occurrence.
Failure of the devices resulted in the fiery explosion on the rig. Equipment failure was as a result
of poor safety testing measures. The project was short of the required structure to safely convey
the project.
Reasons for being a complex project.
The Deepwater Horizon was a project letdown of enormous magnitudes. It turned from an oil
survey project to a huge program having many projects which included preventing further
leakage of oil, cleaning the environment, dealing with the public, responding to human wants,
dealing with the employees and shareholders (Pryke, 2017, p. 520).
With the failure of the project the mission and scope of the project changed greatly within a short
period of timidity budget changed from $500 million to over $100 billion program with global

Managing of Complex Project 14
reach and other projects. Also the incapacity of the project to stop the flow in a well-timed mode,
the message difficulties by the project management and the long long-lasting undesirable media
reporting.
Change of project from a single oil exploration project to a huge program having many projects
qualifies this to be a very complex project in that it involved many projects within one main
project. Complex projects are characterized by having many projects such as for this project
(Quigley, 2013, p. 763).
The project had a lot political interference. When the oil spilling occurred there was negative
coverage by the media due to the impact on which the project had on the political classes of the
given nations as most of the authorities tried to run away from the realities.
The project had many interconnected components or elaborately interrelated components in that
the complex project is made up of many components that are closely related which makes it very
complex for on to manage a project with such many components.
The project was only defined by the effect and not by solution in that the project was much
concentrated on the effect it caused and not how they were solved. There were many activities
that were carried out in the construction of this complex projects. For instance, in the
construction sites of the complex projects there are many activities that are carried out at the
same time (Remington, 2012, p. 67).
Channel Tunnel
The Channel Tunnel is a 50.45 kilometres rail tunnel linking Folkestone, Kent, in the United
Kingdom, with Coquilles, Pas-declaim, near Calais in northern France. At its lowermost point it
is 75m deep below the sea bed and 115m above the sea level. This tunnel transmits high-speed

Managing of Complex Project 15
Eurostar trains and the international cargo tunnels. This tunnel connects the LGV Nord and High
speed 1 high-speed railway line. The concept of this project was a single-track rail tunnel having
service tunnels, but without the shuttle terminals.
The British channel group was made up of two banks and five construction companies at the
other hand the French counterparts which was made up of five construction companies and three
banks. The character of the banks in this project was to give advice regarding to the financial
decisions and at the same time secure loan commitments (Quigley, 2013, p. 665).
The design and construction of this project was carried out by 120 construction companies. The
French terminals and the boring from sangatte was carried out by five French construction
companies. The British terminal and boring from Shakespeare Cliff was carried out by five
English construction companies. The two partnership were linked by the Transmanche Link,
which was a bi-national project organisation.
Summary
In summary project cases that are discussed in this paper are complex projects, since most of
them involved many projects under one project for instance, the Deepwater Horizon was a
project failure of immense proportions. It turned from an oil exploration project to a huge
program having many projects which included preventing further leakage of oil, cleaning the
environment, dealing with the public, responding to human wants, dealing with the employees
and shareholders (Remington, 2012, p. 798).
Discussions
Theories and ideas specific to complex project management.
Strengthened project framework and foundation

Managing of Complex Project 16
The existing theory of project management does not adequately address the unique
characteristics of complex projects. In the current theory the fundamentals of this complex
projects are not well founded and some frameworks processes are either absent or are not
adequately addressed. The reinforced project foundation must encompass.
i) A structured and heighted focus on the owner readiness, not just the project readiness.
In this situation three aspects must be addressed.
ii) Client’s framework process for the purpose of decision making due to that all the
approvals must be streamlined and strengthened.
iii) Strategic business outcome must be clearly articulated, agreed to and regularly
articulated.
Project readiness must be enhanced along the lines of traditional readiness elements but also
expanded to ensure alignment and application big analytical from the planning stage.
For better managing of the complex projects the project basement must include a flexible basis
of the design which encompasses all the traditional basis of design regarding meeting the client’s
requirements.
ii) Increased focus on the flow, not just the progressively decomposed tasks
Project delivery greatly focuses on decomposing a single project into a number of interrelated
tasks and then managing the activities within each given task. The activities are then reflected on
the network diagrams and schedules (Williams, 2015, p. 62). The management of complex
projects must focus on the flow managements by.
Putting a lot of focus on the interface and the management which include the identification of the
underlying constraints that may couple or desperate the entire project.

Managing of Complex Project 17
Greater application of the ‘last planner’ method and the enhanced workforce planning from the
knowledge-based workforce.
Recognition that the previously developed interface requirement many change as the underlying
assumption and the condition migrate over time (Robert, 2016, p. 773).
iii) Recognition of the effects of the unbounded character of this projects.
The complex projects that are largely unbounded are subjected to the debilitating impacts of the
stakeholders-delivered influencing the flows that sweeps across a project’s semi-permeable
boundary, affecting its different transformational flows and the project tasks. In any complex
project greater project transparency is very important if this engagement is to be successful.
iv) Encouraging the use of modern technology
In the recent past the construction industry in generally has reluctant to encourage the use of
technology, but currently the situation is changing for the good. The application of technology in
the construction industry is growing at a very high rate and the correct use of the appropriate
technology can Assist in delivering successful projects.
Modern technologies such as drones, autonomous plant, mobile applications and the 3d printing
has greatly helped to enhance the efficiency of the onsite operations (Hillis, 2017, p. 52).
Summary
In summary, the changing of the main theory of project management inevitably means that the
consequent developments need to take place in the innovation, policy, legal framework and the
education system in order to reach the full potential of the industry-wide transformation.
Project delivery greatly focuses on decomposing a single project into a number of interrelated
tasks and then managing the activities within each given task. The activities are then reflected on
the network diagrams and schedules. The management of complex projects must focus on the

Managing of Complex Project 18
flow managements by. Putting a lot of focus on the interface and the management which include
the identification of the underlying constraints that may couple or desperate the entire project.
Greater application of the ‘last planner’ method and the enhanced workforce planning from the
knowledge-based workforce. Recognition that the previously developed interface requirement
many change as the underlying assumption and the condition migrate over time (Hass, 2016, p.
554).
Conclusion
In conclusion, in most cases complex projects are viewed as complex due to their team size,
budget, stakeholder engagements, strategic viewpoint and the impact of the dedicated teams
doing projects based work that may span from one to five years with extensions. Usually
managing complex projects presents a series of challenges greater than those experience in the
typical project management.
The idea of complexity in managing complex construction projects have been established in two
streams namely; Complexity in projects and Complex projects. The complexity in projects
focuses mainly on projects through the complexity theory of the lenses whilst complex projects
aim at highlighting the dimensions involved in complexity projects.
The complex projects have a significant external or political influence since most of the projects
are termed to be landmarks of the nations where they are being constructed. Due to that most of
the political class tends to have a lot of influence on how such projects are managed, since most
of the complex projects are used to measure the wealth and might of any given country.
The techniques used by project managers to manage complex projects during initiation include;
determining the project initiation team. This technique involves organizing team members to aid
in conducting the project initiation activities. Developing a mutual relationship with the

Managing of Complex Project 19
customer. By understanding the customers’ organization will foster a stronger bond. Coming up
with the project initiation plan. The plan defines the activities that are required to organize the
team while working to set the goals and project scope. Establishing the management procedures.
This technique involves the developing of communication team and the reporting processes, job
roles and assignments, project change procedure and how the project funding and billing will be
carried out. Determine the project management environment and the workbook. This technique
focuses on the collection and the organization of the tools that will be used in managing the
project (Building, 2016, p. 633).
Techniques used by project manages during planning of complex projects include: Identifying
the project scope and describing the project alternatives and conducting a feasibility test. It
involves asking questions like the problems and opportunities the project will create? And also
the results of the project and how they can be measured? Also how the project will be known that
it is completed?
Differentiation of the project into several tasks. It helps project managers to quickly break down
the project and ensure the smooth progress of the project tasks.
Preliminary schedule development. It involves allocating each task-specific time of completion.
Helps the manager to quickly estimate the start and end time of the project.
Development of a communication plan which helps clear information and interactions between
the managers, the members of the team and the customers.
Determination of the project procedures and standards, whereby the deliverables are tested of
how they were achieved. Risk identification and assessment. Source of the risk is identified,
assess the consequence of the risk and how it can be avoided and solved. Creation of a
introductory budget that sketches the revenues and expenses and revenues. Development of work

Managing of Complex Project 20
statement that outlines the expected work against the projected outcomes. The project’s baseline
should be set as it involves the provision of estimated tasks and the required resources (Billows,
2011, p. 568).

Managing of Complex Project 21
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Managing of Complex Project 22
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