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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.<ref name="Springer-Verlag">{{Cite book|last1=Marle|first1=Franck|title=Managing Complex, High Risk Projects - A Guide to Basic and Advanced Project Management|last2=Vidal|first2=Ludovic‐Alexandre|date=2016|publisher=Springer-Verlag|___location=London}}</ref>
With a lens of [[systems thinking]], 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.<ref>{{cite journal |last1=Bakhshi |first1=Javad |last2=Ireland |first2=Vernon |last3=Gorod |first3=Alex |title=Clarifying the project complexity construct: Past, present and future |journal=International Journal of Project Management |date=1 October 2016 |volume=34 |issue=7 |pages=1199–1213 |doi=10.1016/j.ijproman.2016.06.002 |s2cid=113426565 }}</ref> The identification of complex projects is specifically important to multi-project engineering environments.<ref>{{Cite journal|last1=Vidal|first1=Ludovic-Alexandre|last2=Marle|first2=Franck|last3=Bocquet|first3=Jean-Claude|date=2011|title=Measuring project complexity using the Analytic Hierarchy Process|url=https://hal.archives-ouvertes.fr/hal-01215358/file/Vidal%20et%20al%20-%202011%20-%20IJPM%20-%20Measuring%20project%20complexity%20using%20the%20AHP.pdf|journal=International Journal of Project Management|language=en|volume=29|issue=6|pages=718–727|doi=10.1016/j.ijproman.2010.07.005|s2cid=111186583 }}</ref>
The ___domain was introduced by D. Baccarini in 1996.<ref>{{Cite journal|last=Baccarini|first=David|date=1996|title=The concept of project complexity—a review|url=https://linkinghub.elsevier.com/retrieve/pii/0263786395000933|journal=International Journal of Project Management|language=en|volume=14|issue=4|pages=201–204|doi=10.1016/0263-7863(95)00093-3|url-access=subscription}}</ref>
== Types of complexity ==
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== Project complexity management ==
[[File:The IT-PCM Project Complexity Management framework.png|thumb|The IT-PCM Project Complexity Management framework]]
The IT-PCM project complexity management framework proposed by Stefan Morcov consists of 5 processes:<ref>{{Cite journal|
# '''Plan IT project complexity management:''' the process of red-flagging complex projects, and deciding on management strategies and tools.
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== Positive, appropriate (requisite), and negative complexity ==
[[File:Positive_complexity.png|thumb|The Positive, Appropriate and Negative complexity model proposed by Stefan Morcov <ref name=":0" />]]
Similarly with the [[Variety (cybernetics)#Law of requisite variety|Law of requisite variety]] and [[Complexity#The law of requisite complexity|The law of requisite complexity]], 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.<ref>{{Cite journal|last1=Morcov|first1=Stefan|last2=Pintelon|first2=Liliane|last3=Kusters|first3=Rob J.|date=2020|title=IT Project Complexity Management Based on Sources and Effects: Positive, Appropriate and Negative|url=https://acad.ro/sectii2002/proceedings/doc2020-4/05-Morcov.pdf|journal=Proceedings of the Romanian Academy - Series A|language=en|volume=21|issue=4|pages=329–336}}</ref><ref name=":0" />
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* [[Antifragility]]
{{DEFAULTSORT:Project Management}}
[[Category:Project management
== References ==
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[[Category:Complex systems theory]]
[[Category:Risk management]]
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