Managing Complexity: Strategies for Successful Project Outcomes

This essay delves into the concept of complexity in project management, highlighting that a complex project involves complications, uncertainty, and mechanical difficulties. It emphasizes that the perception of complexity varies among individuals and that a project's size and differentiation significantly contribute to its complexity. The essay also discusses how advancements in technology have increased complexity, but understanding and problem-solving skills can mitigate these challenges. Ultimately, the essay concludes that complexity often originates in the mind and can be managed through knowledge and effective strategies. The document / assignment is contributed by a student to be published on the website Desklib. Desklib is a platform which provides all the necessary AI based study tools for students.

Running Head: COMPLEXITY IN PROJECT MANAGEMENT 1
Complexity in Project Management
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Complexity in Project Management 2
A complex project is any task that has a level of complication, is uncertain and has
mechanical difficulty. It is vital to note that a project might be hard but not necessarily complex.
Virtually, 75% of all projects portray signs of complexity (Sull & Eisenhardt, 2016). This is to
mean that there are key issues that affect the complexity of projects.
One of the major effects of complexity is failure to understand and forecast the future.
Most companies are not able to project the target results and this helps in the planning and
decision making processes. However, the degree of complexity depends on an individual because
different people have different perceptions. Such projects can be termed as those characterized
by uncertainty and obscurity (Cooke-Davies & Crawford, 2011). Some complexities in projects
can be handled while others cannot leading to failure of the companies.
The size of a project is one of the major factors affecting complexity. This is to mean that
a company that is over the minimal size is to be considered as a complex project. It is evident
that differentiation in the project system brings about complexity. As a consequence, the size of a
project is directly related to complexity. Therefore, identifying the restrictions that describe the
size of a project will help to attain the solution to the problem.
Differentiation in variety is also a major tool that attracts complexity. It is evident that
variances have a direct correlation with nascent properties which allows the complexity to thrive.
Research states that interrelationship between the elements are complicated. In a situation where
there are many elements, complexity is inevitable (Curlee & Gordon, 2011). The ability to
describe a system can reveal a complex or a noncomplex project. Therefore adequate training
and proper use of graphical representations can help to reduce project complications. As
discussed above, complexity can be said to grow to the level of a person’s understanding.

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Innovations and advancements in technology have made the world to be more complex.
Things have changed a lot in every aspect ranging from communication to transport to the way
human beings are supposed to view things (Sull & Eisenhardt, 2016). For instance,
communication was limited to physical connections unlike today where people can communicate
many miles away.
However, the complexity of the world is highly dependent on an individual. Patterns of
thought and understanding determine the level of complexity (Nason, 2017). Some situations
may appear complex but an increase in the level of understanding. Ability to solve challenges
also helps to reduce complexity in issues. Uncertainties are what lead to complexity.
In conclusion, it is vital to note that all things that seem difficult and complex can be
streamlined when knowledge is applied. In other words, it is not the world that is complex.
Complexity starts in the mind.

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References
Cooke-Davies, T., & Crawford, L. (2011). Aspects of complexity: Managing projects in a
complex world. Newtown Square, Pa: Project Management Institute.
Curlee, W., & Gordon, R. L. (2011). Complexity theory and project management. Hoboken, N.J:
Wiley.
Nason, R. R. (2017). It's not complicated: The art and science of complexity for business
success. Rotman-UTP Publishing.
Sull, D. N., & Eisenhardt, K. M. (2016). Simple rules: How to thrive in a complex world.