PPMP20014 - Evaluating Complex Project Management: Tools & Techniques

This essay provides an in-depth analysis of complex project management, focusing on the causes, environments, and properties that define such projects. It explores various tools and techniques used by project managers to navigate the complexities inherent in projects with numerous interconnected parts, significant uncertainty, and tight time constraints. The essay references case studies and examples to illustrate the application of relevant theories and ideas, emphasizing the critical role of the contractor in achieving project goals. It also addresses the importance of understanding project complexity for improving overall project performance and highlights the challenges project managers face in dynamic and unpredictable environments.

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COMPLEX PROJECTS MANAGEMENT
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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,

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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)

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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

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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.

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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

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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

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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).

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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.

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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).

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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

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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