Managing Complex Projects: Collaboration for Project Success

This report explores the intricacies of complex project management, distinguishing it from complicated projects and emphasizing the uncertainty inherent in complex endeavors. It addresses the significance of 'wicked problems' that arise during project development and highlights the crucial collaboration between system engineers, who understand project functionalities, and project managers, who oversee project timelines and lifecycle stages. The paper argues that while uncertainty cannot be eliminated, it can be mitigated through robust decision-making frameworks developed jointly by system engineers and project managers. The conclusion reinforces that this collaboration is essential for effective project development and monitoring, ensuring timely delivery and quality outcomes. Desklib offers a wealth of similar resources for students.

Running head: MANAGING OF THE COMPLEX PROJECT
MANAGING OF THE COMPLEX PROJECT
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1MANAGING OF THE COMPLEX PROJECT
Introduction
The managing of the project is a systematic approach. However, managing of the
complex project is not similar with the managing of conventional projects. In complex project
certain amount of the uncertainty is involved. In order to mitigate the effects of the uncertainty
involved in the outcome of the complex project the collaboration between the system engineer
and the project manager is important (Crawford & Hoffman,2011). This cooperation will help in
the decision making process in development of project. Delivery of the outcome of project is
needed to be coherent and consistence (Crawford & Hoffman,2011). The proper framework will
also identify the opportunities and the issues present in the complex project. The proper decision
making framework will help to manage the stakeholders and the usage of the resources
(Crawford & Hoffman,2011). Apart from that the problems and the uncertainty cannot be
removed from the complex project. In that case the collaboration between the system engineers
and the project managers is important for the managing of the project (Crawford &
Hoffman,2011). The paper discusses about the significance of the system engineers and the
project managers in the development of the project. Apart from that the importance of the
collaboration between the system engineers and the project managers has been discussed in this
paper.
Discussion
Main feature of the complex project management is uncertainty involved in development
and the outcome of managing of the complex project (Crawford & Hoffman,2011). There is a
difference between the complicated project and the complex project. In complicated project there
are different modules involved in the process and the inter relation between different modules are

2MANAGING OF THE COMPLEX PROJECT
complicated (Crawford & Hoffman,2011). However, outcome of complicated project is complex
but predicted. In case of complex project outcome of the project is not known to project
management team members.
The uncertainty involved in the complex project has certain affect on the delivery of the
outcome of the project. In this context the wicked problems in the project management context
can be described. The wicked problems are the problems those can be happened suddenly during
the course of the development (Crawford & Hoffman,2011). However, there is no set of feasible
solutions for solving the wicked problems. In order to mitigate the effect of the wicked problems
in the outcome of the complex project management, the collaboration between the system
engineer and the project manager is needed.
The system engineer is aware about the implementation of the different functionalities in
the development of the project (Crawford & Hoffman,2011). On the other hand the project
manager is concerned about the following of the different stages of the project life cycle and the
compilation of the project within the deadline (Crawford & Hoffman,2011). The sharing of the
knowledge between the system engineer and the project manager is important for the delivery of
the project with quality outcome and maintaining the deadline of the project.
It can be said that the uncertainty involved in the complex project management cannot
be removed completely. However, the mitigation can be done using different kinds of decision
making frameworks and tools. The creation of the decision making framework can be done
through the collaboration between the system engineers and the project managers.
Conclusion

3MANAGING OF THE COMPLEX PROJECT
The paper has discussed the various aspects of complex project management. The
difference between complex and the complicated project has been discussed in this paper. It can
be said that the difference has pointed out the sociality of the complex project in more clear way.
In this context the role of the wicked problems has been discussed in the development of the
complex project management. There is no way to remove the wicked problems from the
development phase of the complex project management. However, the uncertainty in the result
of the complex project management can be mitigated through the decision making framework.
The decision making framework can be developed through the collaboration of the system
engineers and the project managers. The system engineers re responsible for the implementation
of the functionality in the project and the project managers are concerned about the delivery of
the outcome of the project in right time. In this case, both of these works are important for the
proper development of the project. It can be said from the above discussion that the collaboration
between the project managers and the system engineers is important for the proper development
and the monitoring of the complex project.

4MANAGING OF THE COMPLEX PROJECT
References
Crawford, L., & Hoffman, E.(2011). Chapter 6: Beyond Competence: Developing Managers of
Complex Projects. In: T. Cooke-Davies. ed. Aspects of Complexity: Managing Projects
in a Complex World. Atlanta, USA: Project Management Institute Book Service Center,
73-74.
Crawford, L., & Hoffman, E.(2011). Chapter 7: Beyond Competence: Developing Managers of
Complex Projects. In: T. Cooke-Davies. ed. Aspects of Complexity: Managing Projects
in a Complex World. Atlanta, USA: Project Management Institute Book Service Center,
87-98.
Crawford, L., & Hoffman, E.(2011). Chapter 3: Beyond Competence: Developing Managers of
Complex Projects. In: T. Cooke-Davies. ed. Aspects of Complexity: Managing Projects
in a Complex World. Atlanta, USA: Project Management Institute Book Service Center,
29-30.
Crawford, L., & Hoffman, E.(2011). Chapter 2: Beyond Competence: Developing Managers of
Complex Projects. In: T. Cooke-Davies. ed. Aspects of Complexity: Managing Projects
in a Complex World. Atlanta, USA: Project Management Institute Book Service Center,
15-17.

5MANAGING OF THE COMPLEX PROJECT
Crawford, L., & Hoffman, E.(2011). Chapter 5: Beyond Competence: Developing Managers of
Complex Projects. In: T. Cooke-Davies. ed. Aspects of Complexity: Managing Projects
in a Complex World. Atlanta, USA: Project Management Institute Book Service Center,
57-58.
Crawford, L., & Hoffman, E.(2011). Chapter 4: Beyond Competence: Developing Managers of
Complex Projects. In: T. Cooke-Davies. ed. Aspects of Complexity: Managing Projects
in a Complex World. Atlanta, USA: Project Management Institute Book Service Center,
57-58.