Discussion forum- Factors for Complexity

Running Head: COMPLEX PROJECTS 1

COMPLEX PROJECTS 5

Complex Projects

Name:

Institution:

Complex Projects

A project is considered as being complex when it combines three effects: its highly uncertain meaning there might be a lot of disruptions and changes, it’s very complicated meaning that it has a lot of parts and interconnections as well as being time-constrained meaning there is no time to sit down and sensibly replan (Kelly, J. 2016).

Explain the causes, environments, and properties of complex projects.

Properties of complex projects

Communication

Information about the state of the system is shared among the different elements of a system. This information is also able to be passed across the boundary of the system. For example, the employees in a company utilize grapevine to communicate rapidly any changes that might affect an organization. Informal communications can either support or undermine the patterns of communication (Kelly, J. 2016).

Adaptiveness

A complex system adopts a complex system in response to the changes to be able to take maintain, improve itself or take advantage of the changes. The system adapts so that it can be able to sustain internal solidarity concerning the environment (Marle, F., & Vidal, L. 2015). Adaptation of a system might be in response to the different supply of resources that the system is dependent upon.

Identify different tools and techniques to aid a project manager manage complex projects.

Program Evaluation Review Technique (PERT)

This is a planning and control tool that is mostly used for purposes of controlling and defining specific tasks that need to be complete a project. Both PERT charts and Critical Path Method can be utilized interchangeably, with the significant difference being on the number of tasks to be completed. This chart displays all the project with a sequence of all functions that are scheduled (Marle, F., & Vidal, L. 2015). It shows the manager the tasks that are parallel and can be done at the same time.

Gantt chart

These are used to show the tasks that are an assignment on a specific day, week or month. It utilizes graphical techniques to indicate the beginning, elapsed as well as the times of completion of the projects. This chart is suitable for tracking progress (Kelly, J. 2016).

Formulate, argue and defend a strategy that a project manager can apply to a complex project case study.

Define the crucial success factors of the project

This will provide a strong foundation for the successful management of complex projects. This is because it ensures critical decisions can be made in the life cycle of the project.

Assemble the team for the project

These are the individuals that steer the project. Selecting the best people at the suitable time is vital in delivering a successful complex project. It’s critical to have the right people and also empower them with authority to be able to carry out their responsibilities.

Come up with appropriate arrangements

This is to facilitate the smooth running of the project.

Prepare a financial plan as well as an early cost model

Having a good understanding of the economic model of the funding source, the disadvantages of the design and its flexibility is vital for the success of the project.

Come up with a actions plan for the project

These include people that might play an essential part in the project like legislators, community, roads, and utilities. Understanding how they can influence and direct the plan is critical in ensuring a successful project (Kelly, J. 2016).

In a team analyze the causes of failure with a number of sample complex project cases.

The BP Oil Spill

This incident was mainly due to the wrong initial planning of the project, lack of adequate risk management of the project as well as the poor execution of the project, i.e., lack of good crisis preparation on both on the side of the U.S government and BP. As a result of this, the disaster caused death as well as enormous environmental damage due to poor planning of crisis management. This crisis would have been quickly resolved had the company anticipated it (Marle, F., & Vidal, L. 2015).

References

Kelly, J. (2016). Value Management of Complex Projects. Commercial Management of Projects, 298-316. doi:10.1002/9780470759509.ch13

Leading Complex Endeavors. (2014). Managing Complex Projects and Programs, 155-169. doi:10.1002/9781118919941.ch9

Marle, F., & Vidal, L. (2015). Assessing Vulnerability of Complex Projects. Managing Complex, High Risk Projects, 119-144. doi:10.1007/978-1-4471-6787-7_4