The principle of complexity is an important part of project management. It acknowledges the difficulties that come with managing complex projects and stresses the need for a customised approach.
Under this theory, project managers must realise that some projects are more complicated than others and need a different way of managing them. Complex projects may have a lot of people involved, technology problems, jobs that depend on each other, or a lot of unpredictability.
To handle difficult projects well, you need to learn as much as you can about the project setting and adjust your project management methods to fit the needs of the project. To do this, you might need to use specialised tools and methods, like agile or flexible project management.
Involving partners and team members in the project management process is also an important part of managing difficult tasks well. By having everyone who needs to be involved in the planning and completion of the project, project managers can make sure that the project meets the needs of all stakeholders and that any problems or risks are found and dealt with quickly.
Also, the Complexity principle stresses how important it is for project management to keep learning and getting better. To handle complex projects well, project managers must be ready to think about what they’ve learned and change their method as needed.
Overall, the complexity principle in project management acknowledges that some projects are more complicated than others and need a different way of managing them. By learning as much as they can about the project environment, getting partners and team members involved, and learning and improving all the time, project managers can handle difficult projects well and make it more likely that the projects will be successful.
In PMBOK 7, the Complexity principle is still an important part of project management. It recognises the difficulties that come with managing complex projects and stresses the need for a customised approach.
Under this theory, project managers are reminded that some projects are more complicated than others and need a different way of managing them. Complex projects may have a lot of people involved, technology problems, jobs that depend on each other, or a lot of unpredictability.
PMBOK 7 stresses how important it is to learn as much as possible about the project setting in order to handle difficult tasks well. This means doing a full study of the project setting, figuring out where difficulty might come from, and coming up with a project management plan that fits the needs of the project.
Also, PMBOK 7 stresses how important it is to involve partners and team members in the project management process so that difficult projects can be managed well. By having everyone who needs to be involved in the planning and completion of the project, project managers can make sure that the project meets the needs of all stakeholders and that any problems or risks are found and dealt with quickly.
To handle difficult projects well, you also have to keep learning and getting better. To handle complex projects well, project managers must be ready to think about what they’ve learned and change their method as needed.
The Complexity principle in PMBOK 7 recognises that some projects are more complicated than others and need a different way of managing them. By learning as much as they can about the project environment, getting partners and team members involved, and learning and improving all the time, project managers can handle difficult projects well and make it more likely that the projects will be successful.
Reference (12 Principles of Project Management)
Stewards act in a responsible way to make sure that tasks are done with honesty, care, and trustworthiness while following both internal and external rules. They show that they care about how the projects they fund affect people’s lives, the environment, and the economy as a whole.
People with a wide range of skills, knowledge, and experience make up project teams. When people on a project team work together, they can reach a common goal more quickly and effectively than if they worked alone.
Engage stakeholders in a proactive way and to the extent that is needed to help the project succeed and keep customers happy.
Evaluate and change a project’s alignment with business goals and the expected benefits and value on a regular basis.
Recognize, evaluate, and respond to the changing conditions inside and outside of the project as a whole to improve project performance.
Show and change your leadership skills to meet the needs of both yourself and your team.
Design the project development approach based on the project’s goals, stakeholders, governance, and environment, using “just enough” process to get the desired result while maximising value, controlling costs, and improving speed.
Keep your attention on quality so that you can make deliverables that meet the project’s goals and match the needs, uses, and acceptance requirements set by the right stakeholders.
Evaluate and deal with the complexity of the project on a regular basis so that approaches and plans can help the project team get through the project life cycle.
Evaluate your exposure to risk, both opportunities and threats, on a regular basis to get the most out of the good and the least out of the bad for the project and its results.
Build flexibility and toughness into the way the organisation and project team work to help the project deal with change, bounce back from setbacks, and move forward.
Prepare those who will be affected to adopt and keep up with new and different behaviours and processes that will be needed to move from the current state to the future state that the project outcomes will create.
