Some projects may be referred to as complex and considered difficult to manage.
In simple terms, complex and complicated are concepts often used to describe
what is considered to be intricate or complicated.
Complexity within projects is a result of the organization's system behavior,
human behavior, and the uncertainty at work in the organization or its environment.
There is three dimensions of complexity are defined as:
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* System behavior. The interdependencies of components and systems.
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* Human behavior. The interplay between diverse individuals and groups.
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* Ambiguity. Uncertainty of emerging issues and lack of understanding or confusion.
Complexity itself is a perception of an individual based on personal experience, observation, and skill.
Rather than being complex, a project is more accurately described as containing complexity. Portfolios,
programs, and projects may contain elements of complexity.
When approaching the integration of a project, the project manager should consider e
lements that are both inside and outside of the project.
The project manager should examine the characteristics or properties of the project.
Complexity as a characteristic or property of a project is typically defined as:
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* Containing multiple parts,
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* Possessing a number of connections between the parts,
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* Exhibiting dynamic interactions between the parts, and
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* Exhibiting behavior produced as a result of those interactions that cannot be
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explained as the simple sum of the parts (e.g., emergent behavior).
Examining these various items that appear to make the project complex should help the project manager
identify key areas when planning, managing, and controlling the project to ensure integration.