Frequently Asked Questions

Complexity refers to the state or quality of being multifaceted, involving numerous interconnected and interdependent elements. Here are some key aspects of complexity: 

  1. Interconnectedness: Multiple components or factors are linked, and changes in one can affect others. 
  2. Interdependence: There is a mutual reliance between two or more factors, groups, individuals, activities, or business processes. Each depends on the other to achieve their goals, fulfill their needs, or deliver an outcome. 
  3. Non-Linear Relationships: The interactions between elements are not straightforward, making it difficult to predict outcomes. 
  4. Emergence: New patterns, behaviours, or properties arise that are not evident from the individual elements alone. The system or situation evolves over time, often in unpredictable ways.  
  5. Uncertainty: There is a lack of certainty about the future state or behaviour of the system due to its intricate and multifaceted nature. 
  6. Adaptability: Systems or situations often require flexibility and the ability to adapt to new information and changing conditions. 

Complexity is a common characteristic in various domains, including natural ecosystems, social systems, technological networks, and organisational structures, projects and programs. It highlights the challenges in understanding, predicting, and managing such systems. 

A complex environment is characterised by a multitude of interconnected elements that interact in unpredictable and dynamic ways. Here are some key features: 

  1. Interconnectedness: Various factors, groups, and processes are interdependent, meaning changes in one element can significantly impact others. 
  2. Dynamic Evolution: The environment is constantly changing, with new patterns, behaviours, and events emerging unexpectedly. 
  3. Non-Linear Relationships: The cause-and-effect relationships are not straightforward, making it difficult to predict outcomes based on inputs. 
  4. Uncertainty and Volatility: The environment is subject to frequent and unpredictable changes, leading to uncertainty in planning and decision-making. 
  5. Data Challenges: Information may be conflicting, noisy, or insufficient, challenging the assessment of the current state and future trends. 
  6. Adaptability: complex environments adapt to new information and changing circumstances. 

Complex environments are common in various fields, including natural ecosystems, social systems, technological networks, and organisational /business structures, projects and programs, where the interplay of numerous variables creates a challenging landscape for decision-makers. 

A complex project can be defined as one that involves a multitude of diverse, interconnected elements, including people, factors, and processes, which influence each other in ways that are challenging to predict, plan, model, and manage confidently. Key characteristics of a complex project include: 

  1. Interdependence: Mutual reliance between various project factors, groups, individuals, activities, or processes, where each depends on the other to achieve goals, fulfill needs, or deliver an outcome. 
  2. Dynamic Evolution: New and different project related processes, activities, events, or constraints and patterns of behaviour evolve dynamically, often arising unplanned or only becoming visible (known) over time, including the revelation of new facts or knowledge. (called emergence) 
  3. Non-Linear Relationships: The relationship between project variables is not sequential; one thing does not clearly or directly follow from another, and outputs are not always directly proportional or proximal to inputs. 
  4. Data /Information Challenges: Conflicting, noisy, or insufficient data (information) making it difficult to assess /understand the true state of the project or components thereof. (referred to as ambiguity) 
  5. Volatility: Key aspects of the project work are subject to major, unpredictable peaks and troughs, and frequent changes. 
  6. Uncertainty: Various implications for current and future life cycle phases of the project are unknown, but internal and external events are likely to have significant impacts. 

(This is an alternative framing of the previous question)

Project complexity refers to the extent to which a project involves diverse, interconnected elements that influence each other in ways that are challenging to predict, plan, model, and manage confidently. Key aspects include:

  1. Level of Interdependence: The extent of mutual reliance between various factors, groups, individuals, activities, or business processes where each depends on the other in an enabling and /or constraining way to achieve goals, fulfill needs, or deliver an outcome.
  2. Level of Dynamic Evolution: The extent of emergence of new and different project related inputs, processes, activities, events, information, and patterns of behaviour, often unplanned or unexpected that either enable or constrain the achievement of project objectives.
  3. Level of Non-Linear Relationships: The extent to which there is a lack of clear, direct relationships between project variables, where outputs are not always proportional or proximal to inputs thereby either constraining and / or enabling the achievement of project objectives.
  4. Level of Data / Information Challenges: The extent to which there is conflicting, noisy, or insufficient data, constraining the ability to assess /understand the true state of the project or components thereof. (referred to as ambiguity)
  5. Level of Volatility: The extent of exposure to major, unpredictable peaks and troughs, and frequent changes to project-related work.
  6. Level of Uncertainty: The extent of the unknown implications on current and future impacts on the project from internal and external events.

This definition emphasises the inherent complexity and unpredictability in managing such projects. 

Note: this should not be confused with sources of project complexity such as Technical, Directional, Temporal, Structural and Socio-Cultural Complexity.

Understanding project complexity is highly relevant in project management for several reasons: 

  1. Planning and Execution: Project complexity helps determine planning, co-ordination, and control requirements. The higher the level of complexity the more flexible the planning and execution strategies need to be to accommodate the dynamic and unpredictable nature of their components. 
  1. Resource Allocation: Project complexity helps determine appropriate resource allocation. High levels of complexity often demand increased resources, both in terms of quantity and diversity. This includes human resources with specialised skills, expertise, and experience, as well as advanced technologies and financial investments.  
  2. Procurement and Contracting: Project complexity is frequently used as a criterion in the selection of a suitable project procurement arrangement. The contracting form for procurement should suit the level of project complexity.   The more complex the more flexible the contracting form needs to be to accommodate the uncertainty of emergent factors.  
  3. Risk Management: Project complexity helps determine suitable risk management requirements. Managing risks in complex projects is more challenging due to the interdependence and uncertainties involved. Simple risk management approaches (risk registers etc.) don’t cut it. Advanced systemic risk management approaches are required to mitigate potential vulnerabilities and opportunities when dealing with project complexity.  
  4. Stakeholder Engagement: Project complexity helps determine stakeholder engagement and management strategies. Clear identification of goals and objectives of projects and ongoing coordination and alignment among stakeholders requiring much more and continuous consultation and stakeholder engagement and communication to manage misunderstanding, conflicts and delays. 
  5. Project Organisational Form: Project complexity is an important criterion in the selection of an appropriate form including appropriate governance. The dynamic nature of complex projects necessitates a high degree of flexibility and adaptability in project management processes to respond to unexpected changes and new information. 
  6. Project Management Triangle Constraints: Project complexity affects the project objectives of time, cost, and quality. The level of uncertainty, unpredictability, volatility, emergence and interdependencies of a project can all affect the traditional project triangle.   

Understanding and addressing project complexity is crucial for successful project delivery, as it influences every aspect of project management from planning to execution and beyond. 

Yes, project complexity can be subjective to some extent. Here’s why: 

  1. Multiple Perception /Perspectives: Different individuals may perceive the complexity of a project differently based on their experiences, expertise, and perspectives. 
  2. Context: The context in which a project is undertaken can influence its perceived complexity. Factors such as organisational culture and level of complex project management maturity, available resources including financial and human (skills, competencies and experience), and stakeholder expectations can vary widely, affecting how complexity is viewed. 
  3. Measurement: While there are objective criteria for assessing complexity, the interpretation of these criteria can be subjective. Different project managers might prioritise different aspects of complexity based on their priorities and goals. 
  4. Dynamic Nature: Project complexity is not static; it evolves over time as new information emerges and conditions change. This dynamic nature can lead to varying perceptions of complexity at different stages of a project. 

In summary, while there are objective elements to complexity, the subjective experiences and interpretations of individuals play a role in how complexity is understood and managed.  

If not managed effectively, subjectivity can increase complexity. Developing a shared understanding of complexity and a common framing, allows project professionals to have more meaningful conversations, collaborate more effectively, and co-create ways to address challenges and achieve project goals. 

As the Peak Body for Complex Project Management ICCPM has developed a tool called a PCAT (Project Complexity Assessment Tool) which offers an objective framework in which to evaluate the category and level of complexity of your project as well as assess the level of a practitioner’s individual experience in managing complex projects. The PCAT is agnostic to industry, sector, or type of project. It is informed by extensive literature reviews, subject matter expertise, and wide stakeholder consultation and feedback. It is intended to be used when a project is initiated, when the project transitions through distinct phases, and when the project environment changes significantly.   

ICCPM training courses also cover various other objective frameworks and tools that can be useful to reduce the subjectivity of multiple perspectives in dealing with project complexity which help to establish a common language and understanding.     

There are several benefits that can significantly enhance project management performance and outcomes, including but not limited to: 

  1. Improved Planning and Resource Allocation: By understanding the complexity of a project, managers can allocate resources more effectively, ensuring that the right skills and tools are available to handle the project’s demands. 
  2. Reduce Risk: Identifying complexity early helps in pinpointing potential risks and developing strategies to mitigate them. This proactive approach can prevent issues from escalating. 
  3. Enhanced Communication: A clear assessment of project complexity facilitates better communication among stakeholders, ensuring everyone has a shared understanding of the project’s challenges and requirements. 
  4. Tailored Project Management Processes: Different levels of complexity require different management approaches. A complexity mindset helps in tailoring processes to fit the specific needs of the project, improving efficiency, effectiveness, and outcomes. 
  5. Informed Decision-Making: With a detailed understanding of project complexity, decision-makers can make more informed choices about project scope, timelines, and resource needs etc. 

Conventional Project Management Methodology (PMM)  

Conventional Project Management Methodology is mostly concerned with an “administrative” focus on the project where primacy is given to scope, cost, and time.  It is process and task focused where compliance with predetermined plans is enforced through project controls. It is predicated on a reductionist linear and sequential approach which is based on a rational, universal, and deterministic paradigm where project work is seen as static, stable, predictable, and controllable, activities and tasks are broken down into ridged work breakdown structures to be executed. The project plan is the map of the terrain and environmental changes are resisted.   The focus is on delivery process efficiency and effectiveness.  

Complex Project Management (CPM) 

Complex Project Management or as ICCPM prefers to label it Complex Project Leadership is mostly concerned with an “adaptive & enabling” focus on the project where primacy is given to realising project outcomes (benefits), navigating complexity, and negotiating project success aligned with business strategy. It is predicated on a holistic (systemic) approach based on a Complex Adaptive Human Activity System paradigm where project work is seen as interconnected and interdependent with numerous and varied influential and diverse stakeholders and multidimensional factors. Project work can be somewhat unpredictable and iterative where the project environment affects and is affected by interactions in a social process to deliver project outcomes. Project managers use multiple maps relevant to the evolving nature of the terrain rather than a single predetermined and static map of the terrain.  The focus is on multiple perspectives, adaptability, learning by doing and project outcomes rather than outputs.   

In summary, PMM is mostly about managing the ‘activities’ and ‘tasks’ that the project is about.  CPM is about leading the ‘people’ involved in delivering the project, reframing stakeholder interactions where necessary and thinking differently to solve complex problems and adapt to a dynamic environment as part of a social discourse necessary to navigate project complexity. Both PMM and CPM are necessary to achieve successful complex project delivery outcomes.    

A complex project management professional is someone equipped with the competence to navigate the complexities inherent in our modern project delivery environment.  These professionals possess the necessary experience, advanced skills, knowledge, competencies, and behaviours to handle the unique challenges posed by complex projects. Key attributes and responsibilities include: 

  1. Advanced Strategy, Planning, and Governance: They think and act systemically to develop detailed yet flexible plans to accommodate the dynamic and unpredictable nature of complex projects. 
  2. Risk Management: They implement robust risk management strategies to identify, assess, and mitigate risks associated with interdependencies and uncertainties. 
  3. Stakeholder Management: They effectively manage a diverse range of stakeholders, ensuring clear communication and alignment of interests. 
  4. Adaptability: They demonstrate the ability to adapt to new information and changing circumstances, making necessary adjustments to project plans and strategies. They are resilient, embrace uncertainty and are comfortable with ambiguity.  
  5. Leadership and Collaboration: They lead and collaborate with multidisciplinary teams, fostering a cooperative environment to achieve project goals (outcomes). 
  6. Problem-Solving: They excel in sense making and problem-solving, addressing unexpected issues and finding innovative solutions to keep the project on track with its greater purpose. 

Complex project management professionals are essential for successfully navigating the intricacies of projects of all kinds and across all industries that involve numerous interconnected and interdependent elements and high levels of uncertainty. 

The skills, knowledge, competencies, and behaviours required from complex project management professionals are defined in the ICCPM Complex Project Leadership Competency Standards and are required to think and operate systemically and form highly effective teams across the project, program, portfolio, or organisation. 

ICCPM offers a Complex Project Leader Certification program which is a professional certification that is designed to give you professional recognition at three different levels of competence based on the Complex Project Leadership Competency Standards. 

A profession is a type of occupation that requires specialised education, training, and expertise. Here are some key characteristics of a profession: 

  1. Specialised Knowledge: Professions require a deep understanding of a specific field, often gained through formal education and training. 
  2. Standards and Ethics: Professionals adhere to established standards and ethical guidelines to ensure quality and integrity in their work. 
  3. Certification: Many professions require certification or licensing to practice, ensuring that individuals meet the necessary qualifications and standards. 
  4. Continuous Learning: Professionals engage in ongoing education and development to stay current with advancements in their field. 

Examples of professions include doctors, lawyers, engineers, teachers, and accountants etc. Each of these roles requires a high level of expertise and a commitment to maintaining professional standards. 

Yes, project management is indeed a profession although not a regulated one. It involves the application of specialised knowledge, skills, tools, and techniques to project activities to meet specific project requirements. 

According to the Harvard Business Review article by Antonio Nieto-Rodriges in 2021 entitled ‘The Project Economy Has Arrived’, some 88 million people around the world are likely to be working in project management by 2027, and the value of project-oriented economic activity will have reached USD $20 trillion. This demand highlights the importance and value of project management skills across various industries. 

The establishment of several Project Management Associations and Peak Bodies around the world including the International Centre for Complex Project Management (ICCPM) helped formalise project management as a distinct profession. These organisations developed standards, certifications, and continuous professional development offerings that have shaped the field. 

A “complex project management profession” refers to a specialised field within project management that focuses on managing projects with high levels of uncertainty, ambiguity, multiple stakeholders, and intricate dependencies, requiring advanced skills in risk mitigation, stakeholder engagement, collaboration, adaptive leadership, systems thinking and governance to navigating dynamic environments; essentially, projects that are not easily defined or controlled by traditional project management methods alone.  

As the Peak Body for Complex Project Management ICCPM has developed standards, certification and specialised education and training as well as other services specifically in the field of complex project management.