Project Management: Understanding Complex Projects and Their Implications

This article explores the concept of complex projects, their causes, theories, and implications for project management. It provides examples of simple, complicated, and complex projects and discusses tools and techniques to manage them effectively. The article also covers the impact of different factors on project complexity and how they can be scaled or measured. Course code, name, and college/university are not mentioned.

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Table of Contents
Introduction to complex project:............................................................................................................2
Theories around complex project..........................................................................................................3
Difference in complex project, simple project, and complicated project...............................................4
Example of complex project, simple project, and complicated project..................................................6
Causes of project complexity.................................................................................................................7
Causes differ in scale or impact on the complex project........................................................................8
Common Causes of project complexity.................................................................................................9
Environmental factors and properties contribute to project complexities............................................11
Project Management implications or issues around complex project...................................................12
Different tools and techniques to aid project managers manage complex project................................13
Efficiency and effectiveness of the tools in managing complex projects.............................................15
Conclusion:..........................................................................................................................................17
References:..........................................................................................................................................18

Introduction to complex project:
The advancement in trends and technologies associated with the development of the project
increases the level of complexity. The degree of complexity depends on the processes and
program undertaken to manage the process activities and flow of communication between the
working processes. The implementation of changing request results in increasing the
complexity of the project. The complication increases with the level of interconnection
between the project phases. The uncertainty associated with the project requires wider
knowledge of risks management to manage the project complexity. The drivers of the project
are the employees, internal stakeholders, and external stakeholders to carry out the project
effectively (Radujkovic, and Sjekavica, 2017). The amount of complexity can be minimized
by expanding the knowledge area in contrast to the tools and technologies used in the
construction of project. The factors which are responsible for increasing the complexity of the
project are described in the table below:
Factors Description
Time The increase in the time duration for
completing the project will results in the
increase in the project complexity
Cost The overrunning of the cost increases the
complexity of the project
Technology The inclusion of new technologies will
increase the level of project complexity
Resource Improper management of supply and demand
increases the complexity of the project
Organization structure The inclusion of communication flow of
information between the participating
members increases the complexity of the
project (Passenheim, 2015)
Skills and Expertise of employees Lack of employee skills and expertise in
handling the operation on the technologies
and processes used in the project will results
in increasing the complexity of the project
Level of uncertainty Level of uncertainty, risks, and issues

associated with the project will result in
increasing the level of project complexity
(Wautenet, 2017)
Clear mission, goal, and vision of the project Lack of clarity in the project goal, objectives,
and vision will result in increasing the project
complexity.
Observation The limitation of the previous project can be
resolved by designing new policies
framework according to the requirement of
the project.
The complexity of the project increases if the dedicated tasks is not completed within the
given time duration. The simple project gets transformed into complex project due to the
increasing rate of completing the given tasks. The activity portfolio should be developed
which determines the division of work among the stakeholders so that the complexities of the
project can be minimised subsequently (Lukosevicius, Soares, and Joia, 2018). The growth
and the success of the project depends upon the level of complexities associated with the
construction of the project. The fast tracking of the uncertainties increases the chance of
completing the project successfully. The cooperation and coordination is required among the
team members to flourishes the tasks effectively within the project boundaries.
Theories around complex project
There are different theories presented on the project complexities in relation with inter-
connection, time-constraints, and uncertainty associated with the project. The three major
theories are presented by the researchers to analyse the increasing level of project
complexities (Davies, 2007). The interdependencies and coordination among the processes
and procedures have a direct relationship in making project complex because the
interdependency can delayed the completion of the project on time and within the approved
cost. The time constraint is the major factor for evaluating the success and failure of the
project. The project should be completed within the given timeline so that the milestones of
the project can be achieved on assured time without facing the phase of project delay. The
preference should be given to analyse the uncertainty and risks associated with the project

because it helps in identifying the methods and mitigation plan to resolves the issues at an
early stage of the project.
Interdependencies and coordination theories: This theory helps in analysing the relationship
and interdependencies among the project activities so that the role and responsibilities can be
effectively divided among the member participant to work in the direction of project goal and
objectives. The estimation of direct relationship among the internal and external stakeholders
helps in optimizing the project requirement and successful completion.
Time Constraint theory: This theory focuses on estimating the time required for completing
the project activities. The setting of duration depends upon the knowledge and experience of
the project manager. The decision making capabilities of the manager can be improved by
analysing the historical data of the undertaken project (Baccarini, 2013). The team work is
required for completing the tasks within the given specified time.
Uncertainty theory: This theory focuses on developing the risks mitigation policies,
framework, and principles in resolving the uncertainty and risks associated with the
completion of the project. The high expertise and good creative thinking is required for
taking effective and efficient decision in complex situation. The experience of the project
manager in complex situation plays a vital role in resolving the uncertainty by allocating
effective decision in emergency situation.
Difference in complex project, simple project, and complicated project
The project can be categorised as three categories which are classified as complex project,
complicated project, and simple project. The categorisation of the project depends on
analysing the uncertainties associated with the project completion. The complexity of the
project increases if the wrong approach is selected for resolving the problem domain
associated with the project completion. The simple project is defined as the project in which
the uncertainties can be easily predicted. In the complicated and complex project, the risks
are not easily predicted in the project development phase. The operation of the whole system
depends upon the systematic arrangement of the project activities. The simple projects are
transformed into complicated and complex project if the effective methodology is not
adopted for minimizing the risks associated with the project. The increasing rate of risks and
uncertainties increases the completion of the project program. The complicated projects are
defined as management of the parts of the project in which the identification of risks is

difficult to analyse. The complex project is defined as the project in which the uncertainties
are not completely identified in the project initiation phase. The occurrence of risks
uncertainly increases the chance of project failure by increasing the rate of project
complexities. The risks and issues are not evaluated in the project life cycle. The framework
of policies and required tools for minimizing the impact of uncertainties is different for the
different categories of the project. The table below shows the clear demonstration of the
project categorisation:
Features Simple Complicated Complex
Definition The simple project is
defined as the project
in which the
uncertainties can be
easily predicted.
The complicated
projects are defined
as management of
the parts of the
project in which the
identification of risks
is difficult to analyse
and understands.
The complex project
is defined as the
project in which the
uncertainties are not
completely identified
in the project
initiation phase.
Risks Predictability Easy to predict Difficult to analyse Wrong estimation of
tools applied for
resolving the
complexities
Alignment Project activities are
aligned
No systematic
scheduling of the
project activities
The activities are not
aligned with the
project requirement,
goals, and objectives.
Knowledge of risks
tools
No additional
knowledge of tools
for managing risks is
required
additional knowledge
of tools for managing
risks is required
additional knowledge
of tools for managing
risks is required
Project phase Risks are identified
and assessed in the
project initiation and
planning phase
Risks are identified
throughout the
project
The risks can
uncertainly appears
in the project
lifecycle program

Example of complex project, simple project, and complicated project
The difference between the complex project, simple project, and complicated project can be
evaluated by determining the working of the aeroplane flying strategy used by different pilots
according to the requirement of their flights.
Example for Simple Project:
The simple project can be evaluated by focusing on the flying structure followed by the civil
pilot. The traditional methodology of flight is used by the civil pilot. The pre-planning of the
dynamic changes and uncertainty associated with the flying condition are systematically
organized for the civil pilot. The aim of the civil pilot is to land the flight on time and within
the cost approved at the chosen destination. The focus should be given on managing the
identification of environmental risks, risks analysis, risks assessment, and risks avoidance for
the completing the task successfully within the given period of time and cost.
Example of Complicated project:
The complicated project can be evaluated by analysing the working program of the air traffic
controller. The air traffic controller is responsible for managing the co-ordination among the
schedule of different flights with respect to the take-off and landing of the aircrafts. The
complication in the management of aircraft can be resolved by the active participation of the
air traffic controller in monitoring the landing and take-off of the flights. The focus should be
given on managing the identification of environmental risks, risks analysis, risks assessment,
and risks avoidance for the completing the task successfully within the given period of time
and cost.
Example of Complex project:
The complex project can be evaluated by analysing the performance of the fighter pilot in
handling the situation of emergency. The creative thinking of the fighter pilot helps in
resolving the uncertainty associated with the project program (Vidal, and Marle, 2015). The
dynamic risks and uncertainty associated with the project can be effectively handled by
having control on the action plan in overcoming complex situation. The initiatives in
managing the complexities of the project depend upon the creative thinking of the fighter
pilot.

Causes of project complexity
The complexity of the project gets increased due to the increasing rate of following factors
which are summarised below:
Unhelpful behaviour of the employees: The people are the social being. The work can be
easily carried out if done in the unity and with the cooperation of the other people. The
complexity of the project get increased when people of different culture, creed, race, religion,
language, behaviour, interest, and values work together to achieve the common goal of the
project. The unpredictable nature of the employees can increases the level of complexities for
the process of project completion. The differences in the organization culture and
professional values had a direct result on the project process. The change in the human nature
and differences in the decision making capabilities of the person may results in the
inefficiency of completing the given task positively (Bakshi, 2016). The poor designing of
the scope management plan and poor systematic scheduling of the project activities will
affect the completion of the project.
Systematic synchronization of project activities: The complexity of the project increases due
to the ineffective decision of the project manager in scheduling the project tasks for the
internal and external employees. The decision of the project manager affects the systematic
arrangement of the time duration of the project activities (Saed, Yong, and Othman, 2016).
The quality of the project output depends on the efficiency of taking effective decision for the
project development process.
Incorporation of project model: The wrong selection of the project model required for project
development process can affect the working process of the undertaken project and increases
the complexities in completing the project on time (Beleiu, and Crisan, and Nistor, 2015).
The inadequacy of the project model for analysing the requirement and demand may result in
the uncertainty in the project completion.
Ineffective strategic management system: The failure of the project occurs due to the
ineffective placement of strategic management system. The promotion of the governance
system depends upon the interaction between the working process of the project which is
directly related to the strategic plan of the project. The complexity of the project increases
with the ineffective management of the supply chain of resources on the construction site as
demand raised by the participants.

Causes differ in scale or impact on the complex project
The impact of the risks and uncertainties associated with the project can be measured by
defining the cost estimation relationship in terms of data, cost, and procedures of
normalization. The efficiency of the business case can be analysed by keeping eye on the
historical trend analysis of the undertaken project in terms of profit earned in the past project.
The economic analysis of the business case helps in identifying the success of the project
deliverables (Ashton and wood, 2012). The parameters which are used for scaling the impact
of causes on the complex project are determining the return on investment, return on equity,
internal rate of return, increase cash in-flow and out-flow, and estimating the net present
value. The evaluation of public and private funding from the different investors helps in
estimating the level of satisfaction achieved in managing the project requirement. The
magnification of the business problems helps in estimating the risks management plan used
for minimizing the impact of risks. The complicated problems can be solved by monitoring
the flaws and gaps in the undertaken risks assessment and mitigation policies. The scheduling
of cost and time helps in optimizing the cost associated with the working schedule of the
project. The drivers of successful completion of the project are cost estimation relationship
and schedule estimation relationship (Williams, 2015). The identification of the relationship
helps in determining the parametric values for initializing the cost and time of the project.
The source line of code are developed for analysing the level of complexities associated with
the project. The top down approach is used for measuring the advantage of analysing cost and
time duration for completing the given tasks. The impact of the risks and uncertainty can be
measured by following the sequence of steps for analysing the parametric cost associated
with the project:
Step 1: Analysis of the return on investment from the undertaken project
Step 2: Identifying the project boundaries and assumptions associated with the development
and construction of the project
Step 3: Collecting details of the historic data which is used for estimating the cost and time
required for completing the given activities
Step 4: Normalize the collected data for estimating the production rate of the undertaken
project

Step 5: Identification of the project drivers in terms of dependent variables and independent
variables
Step 6: Formulation of the hypothetical theory for analysing the relationship between the
independent and dependent variables of the project (Whitney and Daneils, 2013)
Step 7: The statistical report should be prepared for evaluating the significance of project cost
and time
Step 8: Developing the documentation of the project cost estimation relationship
The accuracy in determining the project cost and time can be achieved by collecting historical
data of the project report to know the actual condition of the project. The limitation of the
previous project can be resolved by designing new policies framework according to the
requirement of the project.
Common Causes of project complexity
The common causes of the project complexities which are raised by the public and private
sector top executives in the roundtable discussion are highlighted below:
Misalignment and un-accommodation of taking stakeholder opinion in determining the
project success: The expectations and opinions of the stakeholder should be taken under
consideration for the designing of the strategic plan to complete the project successfully. The
rate of project risks increases due to the increases rate of stakeholder association with the
demand of project. The completion of the project depends on the project ownership, project
activities schedule, ownership, and outcome of the project.
Alignment between product and project success: The stakeholders are not able to analyse the
difference between the product success and project success. The outcome of the project
depends upon the successful alignment of product success with respect to the goal and
objectives of the project. The network management of the processes utilized in the
development of the product and completion of the undertaken project within the given
specified time and cost increases the level of project complexities because the success matrix
for the product and the project is not clearly defined to the employees.
Political obligations on the public and private relationship: The decision making of the public
and private relationship gets affected due to the obligation imposed on the working scheduled

by the political parties (Ochieng, and Hughes, 2013). The hindrance from the political parties
can affect the project completion within the given period of time and cost.
Non-technical risks: The stakeholders are not able to analyse the importance of non-technical
risks associated with the project. The major consideration is given on the failure of technical
equipment and process undertaken for finishing the task with success. The parameters of the
success are measured on three pillars which are classified as project complexity, uniqueness
of the project, and project size. The focus is not given on analysing the risks associated with
the planning and financial risks associated with the project. The implication in the change in
government policies can increases the risks of project success.
Market Competition: The efficiency of the project increases with the systematic arrangement
of project resources within the internal and external stakeholders of the project. The
uncertainty associated with the project can affect the mismanagement of the resources among
the working units of the project.
Inefficient procurement process: The complexity of the project increases with the ineffective
procurement process deployed for the effective management of managing supply and demand
of resources among the member participants of the project. The project ability can be
followed depends upon the processes and procedures used for realising the project risks. The
realization of the risks depends upon the project complexities (Sperling, 2015). The operation
of the project manages the project outcome according to the requirement of the project
owner. The uncertainty should be measured for taking the effective procurement process.
Lack of new opportunities: The government are not able to create new opportunities for the
stakeholders to manage issues and complexities which give rise to project failure. The
estimation of the uncertainties depends upon the decision making capabilities of the project
manager.
Forecasting of the project:The inefficiency of the project planning in estimating and
prediction of the project output in the coming future. The optimistic view and estimation of
the cost helps in underpinning the risks in the development process. The failure of the long
term plan of the project can affect the profitability earned by the organization in completing
the project activities.

Uncertainty associated with the decision making process: The decision making capability of
the manager depends upon the level of understanding in estimating the project performance
which have direct impact on the success and failure parameters of the project.
Environmental factors and properties contribute to project complexities
The environmental factors have a significant impact on the successful completion of the
project. The success and failure parameters of the project depends on the association of
environmental factors such as political factors, legal factors, physical factors, cultural factors,
economic factors, and social factors. The project performance can be measured by the
significant relationship between the different parameters of the environmental factors. The
changes predicted in the market and technologies have the direct impact on the growth of the
project. The project operations can be maximised by giving privilege to the synchronization
project activities related to the internal and external environmental factors. The success
criteria should be defined for analysing the association of risks and complexities with the
project process. The parameters of the success are measured on three pillars which are
classified as project complexity, uniqueness of the project, and project size. The project is
dependent on cost and time required for completing the undertaken and specified sequence of
the project plan. The efficiency and effectiveness of the project depends upon the systematic
synchronisation of the potential risks associated with the project (Botchkarev, and Finnigan,
2015). The environmental factors which are responsible for systematic development of the
project are Political stability, Implication of legislation, Agreement of the joint venture
between public and private companies, Evaluation of the geological condition, Analysing the
inflation rate, Analysing the technological advancement of the market, Evaluation of the
diversification of the tasks and processes undertaken, Defining the organization hierarchies,
Defining the management of internal and external stakeholders, Analysing the contractual
relationship complexities, Scheduling of the project dependencies, Deployment of effective
tools and technologies for analysing the uncertainty of the project development process,
Systematic scheduling of budget, Systematic scheduling of time, and Level of customer
satisfaction. The synchronization of the environmental factors helps in managing the
complexity of the project in terms of diversification of the project task, development of
organization structure and infrastructure, and scheduling of dependencies and uncertainties of
the project. The complexity of the project can be measured by analysing the facts and figures
related to the capability of the organization in handling the association and bonding of the

project processes and effective work throughput of the member participants (Azim, 2010).
The flow of information between the people and processes is the major reason for measuring
the success and failure of the project. The responsibilities, roles, controls, and authorities
should be clearly defined among the participants so that the project domain can be effectively
achieved. The environmental factors should be adapted according to the requirement of the
project such as changes in the organization hierarchy, government laws and its implications,
and scheduling of the tasks and processes.
Project Management implications or issues around complex project
The complexities which are associated with the implications of the project management are
as follows:
Structural complexities: The structure complexities are used for managing the classical view
of managing the flow of information between the different path of the project. The inter-
relationship should be developed for minimizing the organization structure complexities. The
systematic arrangement of the risks breakdown structure is used for analysing the path for
managing the complexities (Wood, 2015). The non-linear feedback should be collected by the
organization hierarchy in evaluating the risks incorporated with the project activities.
Technical complexities: The complexities associated with the technical design of the project
depend upon the skills, expertise, and experience of the project manager. The uncertainty
associated with the project gets increased due to the non-systematic arrangement of time
required for completing the task.
Directional complexities: The directional complexities arise with the unclear identification of
the project goal, vision, aim, and objectives of the undertaken project. The project schedule is
not systematically designed for achieving the goal of the enterprise. The change in the
marketing strategies, plan, time duration, and environment can increases the directional
complexities of the project.
Temporal complexities: The temporal complexities associated with the change in the
marketing strategies, scope, trends and technology, project life cycle management, and
uncertainty of the project.

The classification of the complexities helps in analysing the categorisation of the risks. It
helps in resolving the complexities by suitable implication of the tools and technologies
according to the project requirement. The ambiguity of the project can be systematically
handled by forecasting the consequences of the project activities. The research
methodological approach should be deployed for analysing the required tools and
technological used for resolving the project complexities.
Different tools and techniques to aid project managers manage complex project
The complexity of the project can be analysed by defining the relationship between the
theory, methodology, and tools. The mapping of the tools is used for recognising the
uncertainty associated with the project plan and activity schedule. The requirements and
desire of the stakeholders should be analysed for minimizing the uncertainty and risks
associated with the project. The tools and technologies should be implemented for controlling
the project schedule and completion of the project within the approved time and cost. The
uncertainties can be reduced by accompanying the modification in the organization hierarchy,
development of the procurement system, evaluation of the communication management
system, division of roles and responsibilities among the team members and others. The
difficulties of the stakeholders and their associated perception should be taken under
consideration. Some of the tools which are used for minimizing and analysing the presence of
risks and uncertainties are listed below:
System anatomy tool: The system anatomy tool is used for defining the systematic approach
of integration centric development. The isolation of the team members approach is used for
increasing the work efficiency of the member participants. The change in the working
practices increases the cultural difference risks associated with the project completion (Dao,
Kermanshachi, Shane, and Hare, 2016). The master planning should be taken under
consideration for defining the role and responsibilities in the communication plan
implemented for the development of the project program. The monitoring of the key elements
helps in defining the central control over the project activities.
Time Linked Semi-structure: The time linked semi-structure tools are used for deriving the
management of project activities for improving the performance of the project. The economic
drivers of the project are used for analysing the inter-linking of the project activities. The

division of time duration for completing the required tasks helps in minimizing the chaotic
environment of the undertaken project. The organization hierarchy should be developed for
scheduling the meetings and communication between the team members. The creative
thinking of the project manager plays a vital role in evaluating the uncertainties associated
with the project.
Earned Value Tools:
The earned value tools are used for managing the address complexities of the project. The
structural complexities can be effectively resolved with the help of earned value tools. The
alignment of the transaction helps in analysing the functional dependencies of the project.
The transparency should be managed in analysing the communication between the member
partners of the project. The efficiency of the project helps in bringing coordination and
cooperation among the working process of the project.
Problem structuring and soft system thinking tools:
The problem structuring and soft system thinking tools are used for analysing the clear
specification of the technical barriers. The effective relationship should be developed for
managing the high level complexities of the project. The directional complexities can be
effectively resolved by determining the clear understanding of the project goal and objectives
of the enterprise. The customer complaints and requirement should be given privilege to
analyse the project goal. The project goal should be clear for recognizing the scheduling of
the project. The systematic scheduling is required for managing the efficiency of the project
activities plan.
The performance of the project manager can be improved by developing the workforce
coordination among the member participants of the organization. The training and
development program should be arranged for the participants for increasing the strategic
growth in the direction of organization benefits. The formal and informal meetings should be
arranged for analysing the requirement of the project. The professionals should developed the
work force management plan to estimate the organization policies with regards to the
successful completion of the project. The internal and external stakeholders should be aligned
with the corporate strategy in terms of gaining completive advantage over the market
competitors.

Efficiency and effectiveness of the tools in managing complex projects
The application of the tools should be according to the requirement of the complexities
associated with the project. The control structure should be used for analysing the change in
the requirement plan for the project. The profitability of the organization can be improved by
systematically signifies the required changes in the project development lifecycle of the
project. The complexity of the project should be aligned with the project goal, strategic plan,
and resource management plan to bring efficiency and effectiveness in the project life cycle.
The monitoring of the project plan helps in resolving the complexities and chaos in the
working schedule of the project. The systematic arrangement of tools and technologies
required for managing the complexities of the project. The following table shows the clear
estimation and placement of the tools with respect to the complexities.
Types of complexities Sources of Complexities Required Tools
Structural Complexities The organization
complexities can be
increased by analysing the
interdependencies between
the project activities.
Monitoring and controls of
the project activities can be
determined by deploying the
earned value tools, OR tools,
risks analysis tools, and
procurement management
tools
Technical Complexities The technical design is
having complexities in
completing the project
activities. The transparency
is the major problems in
defining the technical
challenge in the development
of the project. The solution
can be effectively drawn for
analysing the complexities of
the project (Lebcir, and
Choudhrie, 2011).
Definition of roles and
responsibilities among the
team members, analysis of
partnership, earned value
management for the project,
creative thinking rules,
integration of communication
management plan
Directional complexities The directional complexities Deployment of soft system

arises] with the unclear
identification of the project
goal, vision, aim, and
objectives of the undertaken
project. The project schedule
is not systematically
designed for achieving the
goal of the enterprise. The
change in the marketing
strategies, plan, time
duration, and environment
can increases the directional
complexities of the project.
thinking tools, earned value
tools, problem structure
tools, and others
Temporal complexities The temporal complexities
associated with the change in
the marketing strategies,
scope, trends and technology,
project life cycle
management, uncertainty of
the project
Deployment of parallel
processing tools, scanning of
the environment problems,
development of change
management tools,
evaluation of team spirit
tools.
The complexity of the project can be resolved by systematically arrangement of resources in
the working units of the enterprise. The capabilities of the employees can be improved by
systematic arrangement of the tools and technologies among them. The uncertainty of the
project can be resolved by project governance rules and policies required for the project. The
empirical study of the project and its phases helps in defining the successful assessment of
the risks associated of the project. The relationship should be developed between the public
and private sector. The empirical data of the project should be given privilege. The strategy
should be developed for managing the complexities associated with the project. The larger
project can be modularised into smaller modules for minimizing the occurrence of the risks
associated with the project. The interface should be developed for optimizing the new
technologies required for the project completion in the given period of time. The freezing of
the components helps in improving the decision making capability of the project. The

production cost of the project should be eliminated for managing the uncertainties of the
project. The control and fast response architectural plan is used for establishing complexities
in improving the reliability of the project. For example, the driving of the aircraft requires the
proactive estimation of the uncertainties to take fast response in managing the emergency
landing of the aircraft. The new activities should be defined for the project to increase the
area of control for the project management plan implementation. The manipulation in the
source of risks and identification of the project control policies helps in reducing the level of
complexities associated with the project (Ameen, and Jacob, 2015). The development of the
ERP system is the example for taking fast response in the emergency situation by analysing
the systematic arrangement of data and information. The efficiency and effectiveness of
applying the tools and technologies in assessing the complexities of the project can be
effectively developed by the strategic alignment of the project activities. The uniqueness of
the project can be achieved by managing the competitive advantage of the project. The
political constraints can be effectively resolved by managing the reflection of the project
requirement.
Conclusion:
It can be concluded that the uncertainty associated with the project increases the level of
complexities associated with the project development life cycle. The systematic arrangement
of project activities helps in managing balance between the cost and time required for
completing the given time. The authors proposed different theories in analysing the
complexities associated with the project. The interdependencies and coordination among the
processes and procedures have a direct relationship in making project complex because the
interdependency can delayed the completion of the project on time and within the approved
cost. The changes predicted in the market and technologies have the direct impact on the
growth of the project. The project operations can be maximised by giving privilege to the
synchronization project activities related to the internal and external environmental factors.
The categorisation of the project depends on analysing the uncertainties associated with the
project completion. The complexity of the project increases if the wrong approach is selected
for resolving the problem domain associated with the project completion. The complexity of
the project can be measured by analysing the facts and figures related to the capability of the
organization in handling the association and bonding of the project processes and effective
work throughput of the member participants. The wrong selection of the project model

required for project development process can affect the working process of the undertaken
project and increases the complexities in completing the project on time. There are different
tools and technologies used for estimating the presence of complexities in completing the
project. The monitoring of the project plan helps in resolving the complexities and chaos in
the working schedule of the project. The parameters of the success are measured on three
pillars which are classified as project complexity, uniqueness of the project, and project size.
The systematic arrangement of tools and technologies required for managing the complexities
of the project.
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