Modelling project complexity
International Journal of Managing Projects in Business
ISSN: 1753-8378
Article publication date: 4 April 2017
Abstract
Purpose
The purpose of this paper is to enhance the understanding of what project complexity is, what drivers and factors that influence complexity and how consequences for organizational performance can be assessed.
Design/methodology/approach
The research is explanatory and based on literature review, model development, interviews and case studies. The model is validated through a case study.
Findings
The findings are a model for identifying and analyzing complexity drivers and complexity factors. The model starts with generic complexity drivers such as ambiguity, uncertainty, unpredictability and pace. These drivers are in each project influenced by nature and by socio-political, economic and technological surroundings to result in complexity factors that are specific to the project analyzed. The model can be used to analyze project complexity and to define requirements for the organization of the project and guidelines for the execution.
Research limitations/implications
The research is limited to large projects with a technical delivery of some kind of facilities.
Practical implications
The model can be used to assess the required capability of the organization for successful project execution.
Originality/value
The contribution of the research is a new model for understanding project complexity. The distinction between project complexity drivers and factors is essential as well as the taxonomy for the factors building on and adding to already published research.
Keywords
Acknowledgements
This research was supported by a gift from Statoil to launch the Megaprojects Leadership. This support is gratefully acknowledged. Any opinions, findings, conclusions or recommendations expressed in this paper are those of the writers and do not necessarily reflect the views of Statoil.
Citation
Rolstadås, A. and Schiefloe, P.M. (2017), "Modelling project complexity", International Journal of Managing Projects in Business, Vol. 10 No. 2, pp. 295-314. https://doi.org/10.1108/IJMPB-02-2016-0015
Publisher
:Emerald Publishing Limited
Copyright © 2017, Emerald Publishing Limited