Project Complexity Indicators

Low Complexity Medium Complexity High Complexity

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Eight to Late
A model of project complexity

Project Management Tools

Introduction
1

Background and Objectives

accepted best

What makes a project complex to manage?

The Model

Mission, Organisation, Delivery, StakeholdersTeam. MODeST

• Mission
o Objectives
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o Scale
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o Uncertainty
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o Constraints
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• Organisation
o Time
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o Space
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o Geography
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o Project / organisation fit
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o Organisational change
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• Delivery
o Administration
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o Decision Making
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o Change management
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o Project processes
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o Project management methodology
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o Resources - Human
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o Resources - Technology
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o Resources - Financial
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• Stakeholders
o Stakeholder Identification
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o Support for project
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o Relationship basis
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o Experience
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o Power
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o Key stakeholders
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o Sociopolitical
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o Interdependencies
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• Team
o Project staff
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o Project manager
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o Group
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interactdynamic complexity within a single element is a dynamic element corresponding

to every structural element of the modelstructuraldynamicinteractive

key actors embedded within the conceptualisation of the complexity of their projects
rather than external observers

Implications and Discussion

from an organisational theory perspective, a project can be seen as being constituted

from the entire set of relationships it has with itself and with its stakeholders

the nature of change considered by existing approaches is limited and that such
programmatic responses may be inappropriate Such dissatisfaction with traditional
requirements engineering and command-and-control project management strategies has
lead to an interest in agile project management approaches
Conclusion

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What makes a project complex to manage?

References:
Project Management Journal, 39