Benefits Of Project Management Maturity To Project Complexity

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Benefits Of Project Management Maturity To Project Complexity

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Benefits Of Project Management Maturity To Project Complexity

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Discuss about the Benefits Of Project Management Maturity To Project Complexity.

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Introduction
The book of Terry Cooke-Davies, Aspects of Complexity written by Daniel Bennett and Hayes discuss about the complexity of the project management. In this article, there had been some key issues that were highlighted for the participants in the ICCPM roundtables whose impact was seen on the complex project success. Complexity has been assessing for various reason. It can be through appointment of governance resources or appropriate management or by positioning project portfolio for funding (Floricel, Michela & Piperca, 2016). The paper contains the understanding of the project management complexity. Complexity is an individual understanding which could encountered the technology or knowledge for the activity undertaken by the people (Svejvig & Andersen, 2015).
Are there key issues that has its impact on complexity?
The first issue that was seen in the project was the technical issues for which the project became complex. In the article, Pellerin had stated that 80 to 90 percent of the project failure results in miscommunication and human issues (de Carvalho, Patah, & de Souza Bido, 2015). The project success or failure completely depends on the people’s behavior.
The mentality of the project managers is to understand the tools and techniques of managing the complex projects. Systemic risk could be cause when they fail to recognize the risk of the project management (Albrecht & Spang, 2014). This risk could be caused by interaction between the risks that the individual has. It has happened that they have failed to identify the risk to make a decision and behavior issues.
Complexity in human behavior comes in different ways. The client projects change the scope of the project, important decisions are delayed, interfering with the implementation team of the project (Pucciarelli & Kaplan, 2016). Decisions and actions are complicated which lack the trust. The workforce implemented in the project are disincentivized through excessive of the schedule pressure or poor morale and scope, schedule, quality pressure or cost of the project (Whyte, Stasis & Lindkvist, 2016). Degree of project complexity is high which significantly cause failure in communication.

It has been seen that people are talking about complexity in the project in which they have talked about number of separate elements to interact which is the systemicity of the project. There are some soft issues such as leadership, language, culture and personal relationship management which have contributed to the complexity of the project (Nguyen et al., 2015).
A C-level project manager has a good practice of getting into the executive level for further connection. There has been an effect of educating the business leadership which have issues in delivery of strategy (Luo et al., 2016).
The key issues that are highlighted by the roundtables of ICCPM have its impact on the complex project success.

Views of Misaligned or Unaccommodated stakeholder for success: The expectation of the divergent stakeholder has driven the success. The interest is aligned for the success of the project which are driven from the expectation of divergent stakeholder.
Tension between project success and product success: When there is failure in the outcome of the project, it rectifies the success in the project and the product since the problem is already been there for stakeholders’ interest. The stakeholder interests are associated with the clash of paradigms. If the number of stakeholder increases, then there is a chances that the might come some differences in the project. The stakeholder has invested their money without knowing about the project details
Right things are militated with the pressure of political and public relations: The pressure of a project of multibillion dollar need a timely cancellation of the project. This makes difficult to resist the pressures of improving the decision making in the project. It requires a comprehensive understanding and a situational awareness to couple with organizational and personal courage which supports the effectiveness of the senior leadership.
Nontechnical risk acknowledgment and Lack of Understanding: The project risk has technical aspect which are focused by Classical or Traditional project management. Complex projects include soft systems, however, viewed as organic system. The risk is managed and understood by changing the potential policy and result in need of paradigm shift that can manage and understand the risk to be approach.
Competition is used as weapon: Resources are used effectively and efficiently which promotes an open environment for competition. The competition that has been created artificially has drive an inefficient and ineffective outcome. In the environment that is monopsonistic, there comes some responsibility of the customer and the supplier that ensure a rational understanding of the real cost that de-risk the cost uncertainty.
Procurement practices Institutionalized: The procurement procedures and processes rigid the environment of the complex project to limit the agility and ability of avoiding the unknown risk of realization.
Equipped some project managers as leaders to deliver a project:The skills of the project managers should be multidisciplinary, and the knowledge should be encompassing from various disciplines like the human resources, economics, engineering and law.
Predicted rational estimates on attaining future capability: The project estimation and planning are affordable and realistic. The tools for cost estimation improves the capability of the cost which are an important aspect.
Unsuitable decision processes and current tools through which uncertainty could be analyzed: The world is ambiguous and complex with current tools and processes, and the mind of the human could analyze the uncertainty that poses some problem. Tools are develop that require some investment on research which is the part of the system causing complexity and uncertainty.

Conclusion
The study that has been done for the complexity of project management has concluded that to manage a complex project is something that manages the higher order management of activity. Tools that are used in the complexity of the project is not that appropriate to reach the level of individual capability. It is important to identify the project complexity, approaches or tools needed, identify the competences and skills for the tools, and engagement of the right people for willingly delivering a project. The key issues that has been highlighted by the roundtables of ICCPM have its impact on the complex project success which has been discussed in the paper.

Reference
Albrecht, J. C., & Spang, K. (2014). Linking the benefits of project management maturity to project complexity: Insights from a multiple case study. International Journal of Managing Projects in Business, 7(2), 285-301.
de Carvalho, M. M., Patah, L. A., & de Souza Bido, D. (2015). Project management and its effects on project success: Cross-country and cross-industry comparisons. International Journal of Project Management, 33(7), 1509-1522.
Floricel, S., Michela, J. L., & Piperca, S. (2016). Complexity, uncertainty-reduction strategies, and project performance. International Journal of Project Management, 34(7), 1360-1383.
Luo, L., He, Q., Xie, J., Yang, D., & Wu, G. (2016). Investigating the relationship between project complexity and success in complex construction projects. Journal of Management in Engineering, 33(2), 04016036.
Nguyen, A. T., Nguyen, L. D., Le-Hoai, L., & Dang, C. N. (2015). Quantifying the complexity of transportation projects using the fuzzy analytic hierarchy process. International Journal of Project Management, 33(6), 1364-1376.
Pucciarelli, F., & Kaplan, A. (2016). Competition and strategy in higher education: Managing complexity and uncertainty. Business Horizons, 59(3), 311-320.
Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), 278-290.
Whyte, J., Stasis, A., & Lindkvist, C. (2016). Managing change in the delivery of complex projects: Configuration management, asset information and ‘big data’. International Journal of Project Management, 34(2), 339-351.

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