Complex Project Management: Analysis and Evaluation Report

This report delves into the intricacies of complex project management, addressing key concepts such as structural, technical, directional, and temporal complexities. It examines the relationship between different dimensions of complexity and their impact on project outcomes. The report analyzes parametric estimation and its role in cost and time estimation, contrasting it with the concept of wicked problems and exploring their compatibility. It also discusses the application of these concepts within the Australian Public Service, emphasizing the importance of problem-solving mechanisms and the implementation of big data for improved decision-making and efficiency. The report highlights the significance of human behavior, judgment, and strategic policies in navigating complex projects, providing a comprehensive overview of effective project management strategies.

Running head: COMPLEX PROJECT MANAGEMENT
Complex Project Management
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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

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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

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defined that classical project management practice can understand the project related issues
(Mwaro, Omwenga & Kihonge, 2016). The problems that may interrupt the success pathway of
project are completely resolved with application of these mechanisms.
I have realized that considering distinct phase the project manager needs to first identify
the problems then information are needed to be gathered and analysed accordingly. After all
these development of the final solution will become easier.
Answer to Question 3
Wicked problem tackling which is a quite serious managerial and operational problem
needed to be resolved by developing certain accurate problem solving mechanism. Yes, in the
Australian public services the wicked problem solving mechanism is required to be implemented
by the project manager and project team members. The project manager must undertake human
behavior, judgment to make affective decision (Cooke-Davies, 2011). Different theoretical
resources are also needed to be applied for improving the wicked problems. The technical ability
and professional capability of Australian Public services program management is criticized over
the time. The authorities are not aware of the deficiency as a result they failed to recruit skilled
and knowledgeable employees accordingly.
Lack of program management skills is the main reason for which the APS faced massive
operational challenges. These challenges are required to be resolved by the assigned project
manager and project team members. Due to lack of strategic policies the common capabilities of
the public sector will be improved accordingly (Adams & Tran, 2017). The functional
accountability and the process oriented issues will all be resolved. Though, collaboration and

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flexibility of program management and project management components will improve the
overall success of the APS activities.
Answer to Question 4
Parametric can be applied in the Australian Public Service projects and as a consequence
the experienced issues can all be resolved with the application. In order to resolve such
functional, operational and managerial issues implementation of big data stands very much
beneficial. The issues of cost and time or schedule estimation are also getting resolved. The
federal government also uses the concept of big data application. It is assumed that with the
application of big data some of the practical challenges will also be completely resolved. Three
different factors that are combines with the help of big data are high volume, high velocity and
high variety.
Big data can observe as well as track all what happens in different sources including the
business transaction, sensor data and social media. The data streams in high speed and dealing
accurately with time. Moreover, this tool improves the decision making ability of the project
associates. There are certain tools of big data such as Hadoop, cloud based analytics etc which
brings advantageous cost to the project executives. The processing time and the cost for product
development get reduced. As a whole the online reputation is being controlled by the application
of big data in APS.

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References
Adams, B. M., & Tran, T. B. V. (2017). Project Manager Competencies in managing
International Development Projects: The Project Managers' Perspective.
Ahern, T., Leavy, B., & Byrne, P. J. (2014). Complex project management as complex problem
solving: A distributed knowledge management perspective. International Journal of
Project Management, 32(8), 1371-1381.
Cooke-Davies, T. (2011, August). Aspects of complexity: Managing projects in a complex
world. Project Management Institute.
Klakegg, O. J., Williams, T., & Shiferaw, A. T. (2016). Taming the ‘trolls’: Major public
projects in the making. International Journal of Project Management, 34(2), 282-296.
Mwaro, J., Omwenga, J., & Kihonge, E. (2016). Effects of project complexity on project
implementation: A case of orange money project at Telkom Kenya limited. International
Academic Journal of Information Sciences and Project Management, 2(1), 1-16.
Sridarran, P., Keraminiyage, K., & Herszon, L. (2017). Improving the cost estimates of complex
projects in the project-based industries. Built Environment Project and Asset
Management, 7(2), 173-184.
Williams, T. (2017). The nature of risk in complex projects. Project Management Journal, 48(4),
55-66.