Swinburne University: Project Complexity Literature Review (PRM70002)

This literature review delves into the multifaceted concept of project complexity, aiming to define and categorize its various elements and understand its impact on successful project delivery. The review begins by establishing a clear definition of project complexity, drawing on the works of Cristobal et al. and others, highlighting the interdependency of variables, the role of integration, communication, and control. It explores the distinction between complex and complicated projects, emphasizing the significance of nonlinearity. The review then presents various models and frameworks used to assess project complexity, including Stacey’s Agreement and Certainty Matrix, the Goals and Methods Matrix, and Kahane’s Approach. A significant portion of the review is dedicated to dissecting the key elements of project complexity, such as size, interdependence, goals, stakeholders, management practices, technology, and globalization. It underscores how these factors influence the execution of projects. The review concludes by emphasizing the evolving nature of project complexity and the need for continuous understanding and management of its elements to enhance project success.

A Literature Review: Project Complexity and the Different Elements of Project Complexity
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Introduction
Project complexity is the play of different variables that work together to assist in achieving success
in project completion. With the significant amount of development in the field, theorists have
identified several different definitions of theories and the underlying factors that impact the
distinctions. This section include a detailed understanding of the definitions of Project Complexity
and the diverse elements that assist in judging the level of project complexity.
Project Complexity
According to Cristobal, et. al., (2018, p. 21), project complexity can be defined as the differentiation,
interdependency among variables and connectivity among the elements. These variables and
elements can be managed through the process of integration, consistent communication, coordination
and exertion of control. Project complexity can also be interpreted as a property of a particular
project that causes disruptions in exertion of control and management of the project as a whole.
Project complexity involves the overlapping role of a wide number of factors that carry the ability to
influence the future of a project.
While there is awful similarity between project complexity and a complex project, some authors
argue that the relationship of the elements that are bound to play a role in a project, tend to assist in
differentiating between complex and complexity application to the project. On the other hand,
linearity is a strong subject based on which differences between complicated projects and complex
projects can be outlined. The presence of nonlinearity between input and outputs makes a project
complex while the presence of some linearity can make the same project a complicated one
(Girmscheid and Brockmann, 2008, p. 23-25).
Project complexity can also be understood through the perspective of activities. When a project has
limited number of activities that are easy to comprehend and complete a project, the participants may
call it a simple project. However, when there are several simple projects intertwined together, it leads

to a complex project that requires specialized expertise and professional experience to handle and
resolve. Following are some of the milestones achieved by authors in interpreting the concept of
project complexity over time (Bakhshi, Ireland and Gorod, 2015, p. 1999).
Figure 1: Milestones of Project Complexity (Bakhshi, Ireland and Gorod, 2015, p. 2000)
In order to execute a project, every project manager must recognize the type and nature of the
project. With respect to project complexity, varied models are made available for project managers to
choose from before they make the execution process. Some of the leading models are discussed in
the following few paragraphs.
The first model of Project complexity is the Stacey’s Agreement and Certainty Matrix. Stacey
weighs the complexity of projects on two grounds i.e. degree of certainty and the level of agreement.
Simple projects are those that offer high certainty and agreement levels. As the balance on both the
accounts weighs differently, the complexity of the project increases as well. The author specifies that
higher the complexity level, the more involvement of the senior management is required to complete
that specific project (Stacey, 1996, p. 312).
The second model of Project Complexity is the Goals and Methods Matrix. The matrix is divided
into four types of projects. In the first project type, the goals and methods are clear and explained

well. In the second type of project, the goals are defined but the methods are not clear. In the third
type of project, the description of the project is done in terms of life cycles but the goals are unclear
whereas the methods of achievement are clear. In the fourth type of project, the goals and methods
are both unclear. The matrix is reflected in the following illustration to offer better clarity (Turner
and Cochrane, 1993, 95-96).
Figure 2: Goals and Methods Matrix (Cristobal, et. al., 2018)
The third model of project complexity is the Kahane’s Approach. The author discusses the presence
of three types of complexities i.e. generative complexity, social complexity and dynamic complexity.
Generative complexity is wherein the possibility of calculating a solution is very difficult based on
precedents set. Dynamic complexity on the other hand is where the goals and their impact cannot be
understood even with experiences and the social complexity factor is wherein individuals from
different perspectives must be added to the team to gain a closer understanding of the possible
solution of the project in hand (Ameen and Jacob, 2012, p. 12).
There are several other models and frameworks that are adopted by project managers to understand
the complexity of a project. These models are adopted to implement a particular project to it and
understand the course of action that should be taken to resolve the problem. While it is important to
understand a project and its complexity before putting an attempt to execute it, researchers also claim
the need to understand the different elements and factors that dominate a project before any effort

can be put into it (Dao, et. al., 2017, p. 04016126-2-4). Some of the leading elements of project
complexity are explained as follows:
a. Size: although the interrelationship between size and project complexity is unclear; however,
many researchers claim that higher the size of the team, the more difficult it is to find a way
to complete the project. Division of labor is considered to be the primary means to resolve
project complexity
b. Interdependence: the impact of interconnected entities on the functions of each other can
cause higher complexity. As a greater number of systems or subsystems are added to a
project, the higher are the chances of complexity as a fundamental difference in the outlook
to the project starts taking roots. The entanglement of different departments causes higher
complexity.
c. Goals: if the goals of the project are not properly defined at the beginning of the project, the
team might find it very difficult to complete it as per the expectations set in initially. Thus,
with increasing clarity in the goals, the complexity reduces.
d. Stakeholders: if the role of politics increases in projects and the information is not
transparently flowing, it can cause high project complexity. With different instructions
coming from sources, managers find it difficult to complete the project within the deadline
and with quality parameters intact.
e. Management: the practices adopted by the managers of a project have another important role
to play in the execution of a project. The ethical code of conduct of the participants, the
methodology, activities and techniques; all tend to have a strong impact on the complexity of
a project from the short-term and long-term perspective both.
f. Technology and Infrastructure: in order to successfully execute a project, the team must
possess the right technology required to manage the project in the first place. It is responsible

for the conversion of inputs into outputs. If the technology is lacking, it might cause higher
complexity as the execution may not be completely feasible (Cristobal, et. al., 2018, p. 25).
g. Globalization and Diversity: with the clarifications achieved on the goals and objectives of a
project, the project complexity might still rise if the team is geographically dispersed and
there are fundamental differences in the hierarchy, methodology, language and even cultural
aspects.
There exist several other elements of project complexity that play a strong role in the possibility of
execution. Companies must account every aspect of a small or a large project before effort is spent in
the completion or understanding of the project in the first place. Every effort must be diverted
towards reducing the project complexity so the team can function efficiently and productively
towards the achievement of the desired results. The following illustration summarizes the essential
elements and factors that have an impact on project complexity.
When resolution to the above-mentioned factors of project complexity are achieved, success can also
be derived with much more ease. Project complexity is a phenomenon used to describe the

possibility of a project execution and the possible roadblocks that can cause disruptions at the end of
the day.
Conclusion
Project complexity and its understanding is evolving at a consistent speed. Since the late 1990s,
many theories on project complexity are published. While certain theorists believe that it is relative
to the alignment of goals and methods, others are of the opinion that it focuses on the number of
systems and subsystems required in a project. There may be different viewpoints on the subject of
project complexity, but there is untimely consensus on the different elements of project complexity
and their role in either making the project more complex or relieving the complexity that was
identified in the first place. Project complexity is still finding its way through literature as the overall
nature of projects is also changing across the globe.

References
Ameen, M. and Jacob, M. (2012). Complexity in Projects: A Study of Practitioner’s Understanding
of Complexity in Relation to Existing Theoretical Models. University of Technology, Sydney.
Bakhshi, J., Ireland, V. and Gorod, A. (2015). Clarifying the Project Complexity Construct: Past,
Present and Future. International Journal of Project Management, 34.
Cristobal, J. R., Carral, L., Diaz, E., Fraguela, J. A. and Iglesias, G. (2018). Complexity and Project
Management: A General Overview. Wiley.
Dao, B., Kermanshachi, S., Shane, J. and Anderson, S. (2017). Exploring and Assessing Project
Complexity. Journal of Construction Engineering Management, 143, 5.
Girmscheid, G. and Brockmann, C. (2008). The Inherent Complexity of Large-Scale Engineering
Projects. Project Perspectives, 29, 22–26.
Stacey, R. D. (1996) Complexity and Creativity in Organizations. Berrett-Koehler Publishers.
Turner, J. R. and Cochrane, R. A. (1993) “Goals-and-Methods Matrix: Coping with Projects with Ill
Defined Goals and/or Methods of Achieving Them. International Journal of Project Management.
11, 2, 93–102.