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82:: characterized by known unknowns. A complicated system is the sum of its parts. In principle, it can be deconstructed into smaller simpler components. While difficult, complicated problems are theoretically solvable with additional resources, with specialized expertise, with analytical, reductionist, simplification, decomposition techniques, with scenario planning, and following good practices.
21:, project complexity can be defined as an intricate arrangement of the varied interrelated parts in which the elements can change and evolve constantly with an effect on the project objectives. The identification of complex projects is specifically important to multi-project engineering environments.
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Project complexity has different components and sources, including the product (typically expressed in terms of structural or technological complexity); as well as the organization, its processes; the surrounding legal, ethical, and regulatory environment; stakeholder complexity and their (often
39:(also known as detail complexity, or complicatedness), i.e. consisting of many varied interrelated parts. It is typically expressed in terms of size, variety, and interdependence of project components, and described by technological and organizational factors.
193:, project complexity is sometimes required in order for the project to reach its objectives, and sometimes it has beneficial outcomes. Based on the effects of complexity, Stefan Morcov proposed its classification as Positive, Appropriate, or Negative.
16:
Project complexity is the property of a project which makes it difficult to understand, foresee, and keep under control its overall behavior, even when given reasonably complete information about the project system. With a lens of
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conflicting) objectives; market complexity. Thus, when operating in a complex organization, or when developing a complex product, it is likely that the project itself will encounter phenomena related to dynamic complexity.
76:(or clear, obvious, known) projects, systems, or contexts. These are characterized by known knowns, stability, clear cause-and-effect relationships. They can be solved with standard operating procedures and best practices.
148:: the process of developing options and actions to enhance and use Positive Complexity, and to reduce or avoid Negative Complexity. This step involves modeling and design of potential solutions.
336:
98:, a.k.a. very complex, or chaotic: characterized by unknowables. No patterns are discernible in really complex projects. Causes and effects are unclear even in retrospect. Paraphrasing
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Morcov, Stefan (2021). Managing
Positive and Negative Complexity: Design and Validation of an IT Project Complexity Management Framework. KU Leuven University. Available at
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136:: the process of determining what elements of complexity characterize the project. It has as objective the detection, inventory, and description of the problem.
142:: the process of analyzing and prioritizing the project complexity elements and characteristics. This step is concerned with understanding the problem.
154:: the process of implementing response strategies, monitoring, controlling, and evaluating the overall effectiveness. It is a continuous activity.
88:: characterized by unknown unknowns, and emergence. Patterns could be uncovered, but they are not obvious. A complex system can be described by
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is the complexity that adds value to the project, and whose contribution to project success outweighs the associated negative consequences.
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Bakhshi, Javad; Ireland, Vernon; Gorod, Alex (1 October 2016). "Clarifying the project complexity construct: Past, present and future".
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45:, which refers to phenomena, characteristics, and manifestations such as ambiguity, uncertainty, propagation, emergence, and chaos.
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Kurtz, C.F.; Snowden, David J. (2003). "The new dynamics of strategy: Sense-making in a complex and complicated world".
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Morcov, Stefan; Pintelon, Liliane; Kusters, Rob J. (2021). "A Framework for IT Project
Complexity Management".
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The IT-PCM project complexity management framework proposed by Stefan Morcov consists of 5 processes:
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the process of red-flagging complex projects, and deciding on management strategies and tools.
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Create, enhance, use (exploit) - if the effects are positive (i.e. Positive
Complexity).
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Managing
Complex, High Risk Projects - A Guide to Basic and Advanced Project Management
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The
Positive, Appropriate and Negative complexity model proposed by Stefan Morcov
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The concepts of
Appropriate (requisite) and Positive Complexity are similar to
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Simple, complicated, complex, and really complex projects - based on the
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Vidal, Ludovic-Alexandre; Marle, Franck; Bocquet, Jean-Claude (2011).
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Baccarini, D. (1996). "The concept of project complexity, a review".
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International
Journal of Information Technology Project Management
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102:, a really complex system is different from the sum of its parts.
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Avoid/ eliminate, simplify /reduce: for
Negative Complexity.
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Morcov, Stefan; Pintelon, Liliane; Kusters, Rob J. (2020).
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Positive, appropriate (requisite), and negative complexity
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Accept: for
Positive, Appropriate, or Negative complexity.
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Complexity
Management in Engineering Design – a Primer
24:The domain was introduced by D. Baccarini in 1996.
119:The IT-PCM Project Complexity Management framework
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285:Marle, Franck; Vidal, Ludovic‐Alexandre (2016).
206:is the complexity that hinders project success.
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379:"The concept of project complexity—a review"
146:Plan IT project complexity response strategy
410:International Journal of Project Management
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302:International Journal of Project Management
542:https://lirias.kuleuven.be/retrieve/637007
437:"A Leader's Framework for Decision Making"
435:Snowden, David J.; Boone, Mary E. (2007).
152:Monitor and Control IT project complexity
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228:vulnerability management
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472:Maurer, Maik (2017).
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