The complex project management is different from various project management aspects. The main feature of the complex project is that the management of the project has the handle the different complexity of the project, there is slight difference between the project which is complex and the project which is complicated (Cicmil et al.,2017). The objective of the paper is to discuss various aspects of complex project management along with the examples of different complex project management along with theories ideas and the properties regarding this subject. There are certain vulnerabilities and the flaws those can be occurred during the managing of the complex projects (Cicmil et al.,2017). The consequences of those flaws have been discussed in this paper.
The management of the complex project is the management technique where level of complexity is greater compared to the traditional projects. There is slight difference between complicated project and the complex project. In case of projects which are complicated many modules are inter related with each other in a complex manner (Sridarran, Keraminiyage & Herszon, 2017). The outcome of the modules may be dependent on the other modules of the project. However, the outcome of the project is known to the project developer. In case of complex project, the there is some uncertainty present in the outcome of the project. The management of the complex project is crucial for this reason (Cooke-Davies, 2017). The example of the Deep Water Horizon can be mentioned in this case. The Deep Water Horizon was oil tank operated by the British Petroleum. The managing of the oil refinery was a complex think. There was some problem regarding the coating is the cement. However, this issue was known to the engineers presented at the spot (Ahern, Leavy & Byrne, 2014). There was the lack of communication between the engineers and the higher management. The engineers did not make the higher authority aware about the condition of the cement base. There was no action taken regarding this (Cicmil et al.,2017). During the investigation process it has been found out that the main cause of the incident was the leak in the cement base.
In the complex project management there are lots of risks associated with project. The uncertainty involved in the outcome of the project needs the evaluation of the risks in the project development in a proper way. There was the lack of concern regarding the security in the Deep Water Horizon case (Remington, 2016). The contractors and the engineers present in the site were aware about the leak in the base of the cement; however they did not inform the matter to management. This indicates the lack of communication. Apart from that the engineers were not taken the proper action to repair the cement base. This indicates the absence of proper risk management.
From the example of the Deep Water horizon case it can be said that there are certain factors those are needed to be considered during the management of the complex project. The negligence of these factors makes the dangerous project a complex project (Floricel, Piperca & Tee,2018). One of the main factors in managing the complex project is maintaining the hierarchy of the organization and maintaining the flow of the communication (Ramasesh & Browning,2014). The hierarchy and the flow of the communication will help the employees to let the management know their problems regarding the working condition. Apart from that the organization is needed to be taken proper risk management planning and mitigation plan. This can be achieved through the usage of the various tools and techniques (Ramasesh & Browning,2014). The work break down structure can be prepared to evaluate the risks associated with every modules of the project development. Another attribute needed for the management of the complex projects is the control and the fast response (Ahern, Leavy & Byrne, 2014). The control of the situation and the taking the necessary steps promptly in case of the Deep Water horizon was not taken.
The incident of the Deep Water Horizon is an example of the failure of the complex project management (Ramasesh & Browning,2014). There are other examples of the failure of the complex project. Another example of this type is the failure of the revitalization of the driver’s license and registration of DMV California. The complexity of the project comes from the different factors. One of the main factors is the uncertainty about the outcome of the project (Ahern, Leavy & Byrne, 2014). Apart from that the technical challenges and management challenges are the main hurdles in managing the complex project. It has been seen that in the failed complex project , the crucial factors regarding the management of the complex project are missing.
There are certain challenges in the application of the complex project management. There are certain factors those are not present in the traditional project management (Ramasesh & Browning,2014). Following the project life cycle can help the traditional project to deliver the right outcome. However, in case of managing the complex project, there are certain factors needed to be concerned. The modification of the project can be done through the feedback system (Svejvig & Andersen, 2015). Taking of the feedback is the part of the project management methodology. The selection of the project management methodology depends on the type and complexity of the project.
Conclusion
The aspects of the complex project management have been discussed in this paper. The difference between the complexity of the project and the complicated project has been described in this context. The failure of the complex project management occurs due to the lack of the risk management and the absence of the quick responses to mitigate the risks. The example of the Deep Water Horizon is the significant example of the failure of the complex project. In this context failure of other complex project has been mentioned. It can be said that concern regarding factors of the complex project management will be helpful to mitigate the risks associates with the complex project management.
References
Ahern, T., Leavy, B., & Byrne, P. J. (2014). Complex project management as complex problem solving: A distributed knowledge management perspective. International Journal of Project Management, 32(8), 1371-1381.
Cicmil, S., Cooke-Davies, T., Crawford, L., & Richardson, K. (2017, April). Exploring the complexity of projects: Implications of complexity theory for project management practice. Project Management Institute.
Cooke-Davies, T. (2017). Managing Strategic Initiatives.
Floricel, S., Piperca, S., & Tee, R. (2018). Strategies for Managing the Structural and Dynamic Consequences of Project Complexity. Complexity, 2018.
Ramasesh, R. V., & Browning, T. R. (2014). A conceptual framework for tackling knowable unknown unknowns in project management. Journal of Operations Management, 32(4), 190-204.
Remington, K. (2016). Leading complex projects. Routledge.
Sridarran, P., Keraminiyage, K., & Herszon, L. (2017). Improving the cost estimates of complex projects in the project-based industries. Built Environment Project and Asset Management, 7(2), 173-184.
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.
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