Project Management Report: Complexity, Solutions, Research Analysis

This report delves into the multifaceted realm of project management, exploring the increasing complexities faced by organizations and project managers. It highlights the critical role of effective problem-solving, clear communication, and leadership in navigating these challenges. The report examines the perspectives of researchers and practitioners, emphasizing the importance of collaboration and knowledge-sharing in understanding and managing project complexity. It discusses the impact of complexity on project costs, schedules, and overall success, and offers insights into how organizations can adapt and thrive in dynamic environments. The report emphasizes the need for continuous learning, development, and the establishment of robust decision-making frameworks to ensure project success. The report also covers the importance of career development in the field of project management, including training, work experience, and education, ultimately advocating for a holistic approach that integrates both research and practical experience.

Running head: PROJECT MANAGEMENT
Project Management
Name of Student-
Name of University-
Author’s Note-

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Introduction
There are number of job options for complex project management depending on their
skills so that they can be successful (Checkland & Williams, 2011). The aspirants of project
management is to be an effective solver of problem. There should be clear communicators in
between the employees and the manager in a team. According to Terry Cooke-Davies, the
project management is not purely related with practice of someone with job title project
manager. Managing all the in an organization involves different functions as well as has different
levels of hierarchy (Cooke-Davies, 2011). Branding the project management as PM 2.0 does not
imply all current practices as well as standards for the project, or the programs as well as the
portfolio for the management system.
Discussion
Researcher in a complex project has many advances in different aspects. The projects are
mainly carried out by the teams as well as the complexity that comes out from individuals in a
team. There are many responsive processes that are complex related with the organization. Terry
Cooke-Davies stated that practitioner as well as researcher are both important for managing the
projects in a complex project management (Crawford and Hoffman, 2011). The new knowledge
that can be created by working together of reflective practitioners and the researchers helps to
understand the real behavior of the projects. There are many methods stated by Terry Cooke-
Davies that comprehends complexity of the projects and the methods are useful operationally.
According to Terry, from a recent case study, it is analyzed that more than 1,500 CEOs stated
that the complexity in project management are increasing day by day and the CEOs are very
doubtful about their own ability to manage them. More than 79 % of the CEO stated even more

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complexity of projects in the coming years (Crawford and Hoffman 2011). Only one group of
organization, commonly known as standouts has changed the increased complexity to the
financial advantage in last five years (Carver and Maylor, 2011). The complexity of the projects
is mainly dependent on the nature of the program and the projects that are undertaken by the
organizations in next 10 years. There are many researchers who provide help to the insight
practitioners and also provides advice to practitioners, for the managers of the practitioners as
well as for the research community of project management (Daw, 2011). All the contributors in
the book expects that the practice of turning the complexity of the project to a financial
advantage will gradually increase from day to day. The managers and the practitioners considers
themselves potentially overwhelmed with the amount of complexity that are encountered.
One of the main aspect involved in the complexity theory that is found by practitioner’s
management and the researchers is that the difficulty in accepting the implications where
organizations can be chaotic which will tend in unmanageable of the system (Remington &
Zolin, 2011). This results in making the output unpredictable or is uncontrollable. It can be
recognized that there are some projects or there might be some parts of the projects that are not
predictable even when they are managed by project teams that are experienced (Williams, 2011).
The development of the expert practitioners in an organization or in a workplace generally takes
many years to build up (Shermon, 2011). Development is mainly considered as a partnership in
between individual as well as in employing of the organization. The development needs and the
career aspirations are reviewed daily with the opportunities that includes training, work
experiences, as well as education for them (Cooke-Davies, 2011). With the promotion of the
learning in all the career stages, the academy of projects creates many community for the

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reflective practitioners as well as helps to understand all the importance of the learning in
making a project successful.
Conclusion
From the above discussion it can be stated that both the practitioners as well as the
researchers are very important for carrying out a complex project management. It can be
concluded that establishing a framework or decision making is very necessary in an organization.
This makes a transition series that are to be made which enables design definition as well as
delivery of the system solution of all value. It can be studied from the above discussion that the
career aspirations as well as the development needs are to be reviewed regularly with the
opportunities including the education, work experiences, as well as the training. To view a
project as adaptive system that is complex mainly assists the practitioners as well as researchers
for understanding the project phenomena that is unexplainable.

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References
Checkland, P., & Williams, T. (2011). Systems thinking and the systems movement. Aspects of
Complexity: Managing Projects in a Complex World; Cooke-Davies, T., Ed, 135-148.
Cooke-Davies, T. (2011). Human Behavior and Complexity. Aspects of Complexity: Managing
Projects in a Complex World; Cooke-Davies, T., Ed, 101-114.
Williams, T. (2011). Toward a Coherent Research Agenda. Aspects of Complexity: Managing
Projects in a Complex World; Cooke-Davies, T., Ed, 171-178.
Daw, A. (2011). Systems Engineering and Project Management. Aspects of Complexity:
Managing Projects in a Complex World; Cooke-Davies, T., Ed, 149-168.
Remington, K., & Zolin, R. (2011). Controlling chaos? The value and the challenges of applying
complexity theory to project management. Aspects of complexity: Managing projects in a
complex world, 115-134.
Cooke-Davies, T. (2011). Toward Project Management 2.0. Aspects of Complexity: Managing
Projects in a Complex World; Cooke-Davies, T., Ed, 179-188.
Shermon, D. (2011). The Impact of Complexity on Project Cost and Schedule Estimates. Aspects
of Complexity: Managing Projects in a Complex World; Cooke-Davies, T., Ed, 73-86.
Cooke-Davies, T. (2011). Complexity in Project Management and the Management of Complex
Projects. Aspects of Complexity: Managing Projects in a Complex World; Cooke-Davies,
T., Ed, 1-14.

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Crawford, L. and Hoffman, E. (2011). Beyond Competence: Developing Managers of Complex
Projects. Aspects of Complexity: Managing Projects in a Complex World; Cooke-Davies,
T., Ed, 149-168.
Carver, S. and Maylor, H. (2011). The Impact of Complexity on Project Cost and Schedule
Estimates. Aspects of Complexity: Managing Projects in a Complex World; Cooke-
Davies, T., Ed, 73-86.