Complex Project Management: GERD Project Analysis (PPMP20014)

This discussion post analyzes the Grand Ethiopian Renaissance Dam (GERD) project, considering it as a "wicked problem" within the context of complex project management. The analysis, drawing from Terry Cooke-Davies' textbook and course materials (PPMP20014), explores factors contributing to the project's complexity, including unhelpful behaviors from stakeholders, simplistic project management approaches, and overambitious strategies. The post delves into the interests and influences of stakeholders, leadership theories, and the application of Ashby's law in managing the project's high-level complexities. It examines the impact of geopolitical challenges, competition over natural resources, and the importance of effective project management strategies in resolving project complexities. The discussion highlights the significance of stakeholder engagement and the application of political leadership in navigating the complexities of the GERD project, emphasizing the need for accurate project management strategies to achieve desired outcomes. The project faced challenges from Egyptian and Sudanese governments, and the analysis emphasizes how these factors, along with simplistic project management approaches, significantly affected the project's progress. The post also considers project management knowledge areas, risk management, and procurement management plans.

Running head: COMPLEX PROJECT MANAGEMENT
Complex Project Management: Grand Ethiopian Renaissance Dam Project
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Chapter 1 discussion: Factors for the cause of complexity
Grand Ethiopian Renaissance Dam (GERD) Project is located in around 500 km north
west from the capital of Addis Abada. After analyzing the construction detail of this dam it is
identified that, if this project is successfully completed then it would be one of the largest dam in
Africa which is high 155 m, long approximately 1800 m with a volume of 10.4 Million m³. The
project is about construction of a concrete dam with 2 other power stations (Abdelhady et al.,
2015). These power stations are comprises of 16 numbers of Fransic turbines and were
positioned in the right and left banks of the river.
However, due to some functional and operational failure the project failed to meet
expected outcomes. Considering the aspects of complex project management it is identified that
there are some factors such as unhelpful behavior, models, simplistic project management, over
ambitious strategies management plans and failure in appreciate systemicity which interrupted
the progress line. Each of the identified factors is related to the GERD dam construction project
(Keith, Ford & Horton, 2017). Throughout the project development life cycle each of the factors
were impacting its progress. Slow motion of the construction is related to project management
models and over ambitious strategies management plans.
The country was already struggling from lower water supply, lack of food security as
well as economic development; as a result the Egyptian president was scared about whether the
$6.4 Billion hydroelectric project will threaten this project or not. In addition to this, Egypt is
historically maintaining its influence over the Nile River and thus concerned on dynamic shift of
power generation (Badewi, 2016). Unhelpful behavior is a factor which can be compared to the
behavior approached from the Egyptian Government. The government did not support the

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project owners and other associates socially and economically which caused major issues. On the
other hand, the Sudanese Government also opposed the GERD dam construction project and
shared similar type of reservation. In order to resolve the geopolitical challenges effective project
management strategies are undertaken by the project associates which is helpful to resolve
project complexities (Cooke-Davies, 2011). Constant competition over natural resources is the
other risk which impacted the project progress can be compared to simplistic project
management. These strategies should have been evolved or deployed in such a way so that it can
resolve all major operational and functional risks.
Among all the factors the mere significant factor for the GERD dam construction project
are unhelpful behavior and simplistic project management approaches. In order to accomplish
any project successfully within assigned timeline and estimated budget it is essential for the
project associates to implement and use accurate project management strategies. The Sudanese
government opposed the GERD construction and shared similar reservation (Cooke-Davies,
2011). It has been determine that, the prospects of obtaining surplus water flow of the dam is
proved to be too tempting because it can provide improved irrigation methods as well as
hydroelectricity to the citizens. Many issues have been identified related to GERD project those
can be resolved through effective project management strategies. If each of the strategies are
successfully identified and evaluated as well then the project would be able to generate expected
project outcomes. Not only this but also, in order to get competitive advantaged from the market
and also to avail natural resources based on project requirements accurate project management
strategies are essential (Kerzner, 2017). Therefore, after identifying all the aspects it can be said
that simplistic project management strategy is the mere significant factor for the implementation
of the project.

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Chapter 2 discussion
The chapter 2 is related to managing projects with high level complexities. Interest and
influence of the stakeholders, leadership theories, Ashby law and other factors which facilitates
the management of GERD dam construction project are elaborated in this section. Considering
the GERD case project it has been determined that the stakeholders assigned to this project are
highly interested and influencing the expected project outcomes. Ethiopia maintains that the
GERD project has been conducted with adequate level transparency as well as involvement from
the stakeholders (Cooke-Davies, 2011). Again Egypt has not signed the cooperative framework
agreement. It has been analyzed that, the interest and influence of the stakeholders are much
high. The stakeholders influence and interest helps to map out stakeholders and their relationship
with issues. This matrix generated the insights as well as importance of each assigned project
stakeholders. From the information given in the stakeholder’s matrix, it became easy to
implement specific approaches and development strategies for the identified stakeholders.
Apart from that, it has also been detected that, while conducting the project professional
leadership theories are being followed accurately to ensure that the project is running towards
accurate progress line. The national livelihood of Egypt is partially dependent on the Nile. The
analyst at a Texas based consulting group have identified that, this project is conducted through
political leadership. However, they also determined that, the political inclination from the Nile
River would be completely intolerable for the Egyptian Government (Kermanshachi et al.,
2016). The natural resources and assigned project stakeholders throughout the development and
progress of GERD dam construction project are managed through political leadership theories.
The different authority and form of leadership those are followed in this GERD dam construction

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project are divided into formal informal and political leadership (Todorovic et al., 2015). This
leadership approach is again echoed by some other Egyptian officials.
In order to manage any complex project, Ashby law and some other factors play essential
role. Ashby Law is the Eastern Washington’s largest family law firms that provides unequaled
sustain and legal counsel as well. Professional leadership, political support, business strategic
management and simplistic project management prcatices are the leading actions those are taken
and applied by GERD dam and power station construction project associates while implementing
the project (Cooke-Davies, 2011). All the project management knowledge areas are considered
along with risk management plan, contingency management and procurement management plan
while implementing the project.

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References
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