The Project Complexity Construct- Free-Samples -Myassignmenthelp

Question: What is the Importance of Identifying Project Complexities. Answer: Introduction In modern day scenario, the project-based management needs to identify the project complexity that can make a massive impact on the outcome of the project. Through the identification of the different types of project-related complexities, the literature will help to evaluate the best methods to manage the complexities by integration (Rose, 2009). In the current circumstances, the dimension of project complexities can be identified as extensive although the concept has received limited detailed attention during managing projects at different levels (Qazi et al., 2016). In this particular study, the literature review will illustrate what is the importance of identifying project complexities related to any project in contemporary business management. Broadly, by defining project complexity, significant types of project-related complexities have been described in the study based on previous literature. To finish the review of the literature, the ways to integrate and interpret the project complexity based on segregation and interdependencies have been analysed in the study. Discussion Defining Complexity In project management, the definition of complexity may vary according to the size of the project. For instance, in a large construction project, the number of complexity can be higher. In contemporary project management, a number of project characteristics must be taken into account to determine significant managerial actions in order to complete the entire projects successfully. In terms of literature, according to Dao et al. (2016), complexity related to project management can be defined as one of the crucial project dimension associated with completion of a project. On another note, project complexity can be identified as the complex elements attached to project management concept in managing resources. Precisely, complexity can be defined as the most crucial term dictating the interdependency level of several elements affecting the project. In current scenario, project complexity can be termed as the difficulties that may lead to uncertainties (Zhu and Mostafavi, 2017). Therefor e, identifying and measuring the level of complexity will be the key factor to success. Organisational complexity In terms of contemporary project management, there are several functions associated with project organisational structure. For instance, in a project management, setting up effective communication with the stakeholders, allocation of accountability, assign tasks to the right professionals, precise decision-making, and reporting of the situation can be identified as the different functions related to project management. Invariably, Bakhshi, Ireland and Gorod (2016) have clarified the organisational complexity attached to project management in modern day events. Precisely, according to the discussion of the authors, leading construction project management has to be engaged with a number of organisations i.e. contractors, consultants, and legal advisors, etc, for a significant period of time. Hence, it is mandatory to maintain multi-organisational structure in project management. As a result of the scenario, the complex organisational structure can be created that may involve different associating companies in a project management (Zhu and Mostafavi, 2017). Meanwhile, Dao et al. (2016) have identified and measure the project complexity involved in construction project management. Precisely, the experts have clarified two types of dimensions i.e. vertical differentiation and horizontal differentiation in the organisational hierarchy. Evidently, in managing the organisational resources, the depth of managerial hierarchical structure must be defined. Thus, management hierarchy related complexities can be identified, measured, and rectified. On the other hand, the horizontal differentiation in project organisational complexity can be defined to identify the organisational units as well as task structure related to a construction project management (Floricel, Michela and Piperca, 2016). By identifying the formal corporate units i.e. departments, teams, corporate groups, any complexity related to the project can be handled. Relatively, task structure allocated to the persons must be verified to assign the right task to the right set of people based on their experience and expertise. In another study, Qazi et al. (2016) have described the role of identifying project complexities to reduce significant risks in construction projects. According to the authors, interdependency among the stakeholders associated with a project must be dealt with efficiency so that any organisational complexity due to the event can be reduced. For instance, it is evident to identify the interdependencies among the corporate units to understand the highest standards of construction project related complexities (Botchkarev and Finnigan, 2015). Thus, the outcome of the project management will be boosted on a positive note meeting most of the objectives as per the schedule. Technological Complexity According to Bakhshi, Ireland and Gorod (2016), the technological complexity can be defined in terms of interdependency and differentiation. In terms of interdependency, technological complexity can be defined similarly as organisational interdependencies such as reliance, interaction and dependency among the activities. On the other hand, on the basis of differentiation, it can be defined as the complexities that arise from variation and diversity of among some aspects of the activities (Kodukula, 2011). For example, it is quite difficult to use a particular technology in conducting different activities. In the same manner, proper interaction and reliance is required in order to use the technology for successful completion of the project. Furthermore, Remington and Pollack (2007) presents technological complexity as problems related to design and techniques used in the project operations to accomplish a particular mission. In terms of technological complexity, the challenges faced by the project management include managing contracts to deliver appropriate solutions, managing the critical designs of the construction projects, managing the expectations of the stakeholders and other technical problems. Directional Complexity According to Remington and Pollack (2008), there are several other tools to understand the complexity of a project. For instance, directional complexity is one the major problems in the modern business environment that occurs due to ambiguity in objectives and unshared goals. Directional complexity is found in projects, which are overshadowed by hidden agendas and unclear meanings arising from the uncertainties and ambiguities attached with multiple communication of objectives and goals. Hence, it is important for the project management to provide adequate time to the initial project defining stage and manage the organisational politics and relationships appropriately. Temporal Complexity However, Remington and Pollack (2007) have presented another complexity in construction as well as other projects that can be termed as temporal complexity. The term temporal complexity can be defined as the uncertainties that arise from the changing external market factors that influence the operations of the project. It is a challenging task for the project management to identify and mitigate the uncertainties during the course of project without proper planning. On the basis of Rose (2014), it is important for the project management to understand, identify, observe, and evaluate the market uncertainties in order to seek successful completion of the project (Rose, 2014). Integration According to Williams (2002), the project complexities are interpreted and put into operations in terms of interdependencies and differentiation. Studies on the complexity of projects show that interdependencies and differentiation can be well managed by integration, i.e. by coordination, control and communication (Kerzner, 2003). Hence, integration can be termed as an essential management function, particularly in construction projects that are classified by strong differentiation and large interdependent components (Zhu and Mostafavi, 2017). In other words, integration can be termed as a key factor for proper understanding and management of complexities that arises during the course of project. Literature Gap According to Snowden and Boone (2007), the literatures on complexity of projects present theories and models to identify the complexities and problems that are to be faced by the management during planning and conducting the project activities. The complexity models of project shows how to identify the issues and communicate them among the stakeholders. Hence, the complexity models helps in project management decision making. However, the theories lacks in presenting the techniques to effectively manage the complexities (Wysocki, 2014). There are several complexities that are unknown in nature and may occur during the course of project. Hence, the literature on the concept of complexity misses to present adequate theoretical frameworks that can be used to manage the complexities and seek successful completion of projects without any uncertainties. Conclusion By considering the above analysis, construction project faces different types of complexities that must be dealt in order to successfully complete the task. The organisational complexity is one of the major challenges for the project management team. Additionally, technological complexity, directional complexity and temporal complexity adds up as problems for the management of construction projects. The management function of integration is the key to mitigate the complexities. However, there are lack of researches and theories in order to deal with the identified complexities. Conclusively, projects are complex tasks that must be well managed and the project manager must be aware of the problems of integrating the project in order to successfully achieve the desired goals References Bakhshi, J., Ireland, V. and Gorod, A. (2016). Clarifying the project complexity construct: Past, present and future.International Journal of Project Management, 34(7), pp.1199-1213. Botchkarev, A. and Finnigan, P. (2015). Complexity in the Context of Information Systems Project Management.Organisational Project Management, 2(1), p.15. Dao, B., Kermanshachi, S., Shane, J., Anderson, S. and Hare, E. (2016). Identifying and Measuring Project Complexity.Procedia Engineering, 145, pp.476-482. Floricel, S., Michela, J. and Piperca, S. (2016). Complexity, uncertainty-reduction strategies, and project performance.International Journal of Project Management, 34(7), pp.1360-1383. Kerzner, H. 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