The Impact of Project Complexity on Project Success in Terms of Cost and Time Over – Thesis Proposal Example

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The paper "The Impact of Project Complexity on Project Success in Terms of Cost and Time Over" is an exceptional example of a thesis proposal on engineering and construction. Large literature that has been provided regarding the connectedness between project complexities on project success remains multifaceted. Recent case studies on projects such as Mü ller and Jugdev (2012) indicated that there is still lack on consensus among project managers on defining whether such complexities have an implication on projects’ cost and time or it stretches beyond time and cost to other variables such as project quality, overruns and health and safety (Teller et al.

2012). As a result of the paucity of information regarding complexity and project success, it remains that there is a need for a broad view as well as a critical analysis of the underlying implications of project complexities. From the one hand, studies such as Alzahrani and Emsley (2013) have observed that for a proper framework to be drawn that helps researchers to understand the impact of project complexity on project success then there is need to draw a project complexity framework as well as a well-defined approach that will help categorize projects complexities with a specific rate of success. Recent developments in project complexity on project success show that researches need to shift attention from what Alzahrani and Emsley (2013)’ s research.

On the one hand, an understanding of project complexity is not a one-size-fits-all concept; instead, it assesses project initiations, development, and completion. As such, to understand the specific impact of such complexity in any of the stages proposed, Canië ls and Bakens (2012) noted that every impact is assessed should consider resources, targets, and environment.

From this perspective, it is possible to consider the extent to which specific complexity of a project impact on health and safety in the construction industry. For all practical purposes, we recognize that there are a number of studies that have researched on this topic; some have included statistical analysis and survey to quantify the link between the impact and specific success (Mir and Pinnington 2014; Park and Lee 2014). However, their conclusions leave a gap in knowledge that must be addressed. For instance, Park and Lee (2014) concluded that current methods of quantifying the specific impact of project complexity on project success need the development of project management systems that play an oversight role in mitigating impacts such as cost and time.

This approach indeed provides limitations for future researchers on ascertaining specific impacts since they cannot allow the stakes of every dynamic and expanding project complexities. Additionally, lacks and limits are detected in other studies as well as industrial case studies concerning project predictability (Park and Lee 2014). As Canië ls and Bakens (2012) observed, it will not be prudent to research project complexity and its impacts on different parameters such as time and cost without understanding project predictability.

Ahern et al. (2014) define project predictability as to the ability of project managers to outline project success and failure. Therefore, we need to deviate from the position taken by previous studies that failed to consider project predictability in assessing complexity and success. While studies continue to design a research model that helps in understanding specific impact when they take a given parameter (time or cost) their approaches to their research designs have fallen short of providing a case that will apply to all projects and specific complexity that is inherent in a given project (Canië ls and Bakens 2012).

Taking a case study from Too and Weaver (2014), he observed that project complexity affected cost and time project managers would take to complete the project. Taking a case study of The Three Gorges as a project the research took as a case study, the author estimated that the overall cost shot by at least 25 percent of the initial cost due to project complexities that at some point, required project managers to rely on a well-developed project management system that would solve some complexities.

However, this study merely based its thesis on the assessment of a resource management system as a tool that helps project management practices to create a coherent system, that in turn, affect the functionality towards execution of a project rather than focusing on a specific parameter and link it back with the project complexity so that the parameter can be quantified in terms of a specific aspect of complexity within the project.

References

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Alzahrani, J.I. and Emsley, M.W., 2013. The impact of contractors’ attributes on construction project success: A post construction evaluation. International Journal of Project Management, 31(2), pp.313-322.

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Bryde, D., Broquetas, M. and Volm, J.M., 2013. The project benefits of building information modelling (BIM). International journal of project management, 31(7), pp.971-980.

Caniëls, M.C. and Bakens, R.J., 2012. The effects of Project Management Information Systems on decision making in a multi project environment. International Journal of Project Management, 30(2), pp.162-175.

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Montequín, V.R., Fernández, S.C., Fernández, F.O. and Balsera, J.V., 2016. Analysis of the Success Factors and Failure Causes in Projects: Comparison of the Spanish Information and Communication Technology (ICT) Sector. In Project Management: Concepts, Methodologies, Tools, and Applications (pp. 1365-1379). IGI Global.

Müller, R. and Jugdev, K., 2012. Critical success factors in projects: Pinto, Slevin, and Prescott–the elucidation of project success. International Journal of Managing Projects in Business, 5(4), pp.757-775.

Park, J.G. and Lee, J., 2014. Knowledge sharing in information systems development projects: Explicating the role of dependence and trust. International Journal of Project Management, 32(1), pp.153-165.

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Shenhar, A.J., Holzmann, V., Melamed, B. and Zhao, Y., 2016. The Challenge of Innovation in Highly Complex Projects: What Can We Learn from Boeing's Dreamliner Experience?. Project Management Journal, 47(2), pp.62-78.

Teller, J., Unger, B.N., Kock, A. and Gemünden, H.G., 2012. Formalization of project portfolio management: The moderating role of project portfolio complexity. International Journal of Project Management, 30(5), pp.596-607.

Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.

Varajão, J., Dominguez, C., Ribeiro, P. and Paiva, A., 2014. Critical success aspects in project management: similarities and differences between the construction and software industry. Tehnički vjesnik, 21(3), pp.583-589.

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