complexity in software project management
I often run into people that feel that their project isnt complicated enough for Scrum. Complexity and Project Management: A General Overview, Project Management Research Group, Universidad de Cantabria, Santander 39004, Spain, Department of Naval and Industrial Engineering, GEM, Universidade da Corua, Ferrol 15403, Spain, Escuela Tcnica Superior de Nutica, Universidad de Cantabria, Santander 39004, Spain, Low-Technology Projects. 
Get access to ad-free content, doubt assistance and more! This will eventually transition the problem into the Complex domain. Contexts characteristics, leaders job, danger signals, and response to danger signals. Ward and Chapman [33] view the number of influencing factors and their interdependencies as constituents of complexity. Bosch-Rekveldt et al. Flux is affected by external and internal influences. A complex collection of interactive units jointly performing a wide range of functions(iii)Scope 3: Array. It expresses uncertainty of meaning in which multiple interpretations are plausible. The number of project participants and how the information flows between them are a key factor affecting project complexity. Organizational and interactive management is one of the riskiest parts of a project. What's up with software metrics?
But it does offer a similar conceptual approach to understand complexity within the context of software development, and what approach to use: A third axis that is often added to the model (not by Stacy himself, though) is the number of people involved. 2014. Plans are a massive source of ritualistic process-waste by making people spend precious time creating them, reading them and keeping them up-to-date. ICMSS '17: Proceedings of the 2017 International Conference on Management Engineering, Software Engineering and Service Sciences. The software complexity model and metrics for object-oriented, IEEE International Workshop on Anti-counterfeiting, Security, Identification 2007. p. 464--469. 
How complexity is perceived and interpreted by project managers may result in different types of project complexity.
Software Projects Complexity Measurement: A Case Study. A highest-priority-first, low Work-in-Progress Kanban-like flow can help here. This is not to say that we should not spend time thinking about what we are going to do. Suppose we have a problem that falls squarely in the Chaotic domain, like a major outage of a large enterprise application that hasnt occurred before. Pich et al. Projects based mainly on existing technologies but incorporating a single new technology or feature(iii)High-Technology Projects. But software project management is a very difficult task.
Cynefin is a sense-making framework that was developed in 1999 by Dave Snowden (IBM) as a means to help leaders and managers understand and act on the situation theyre in. Field, A. Thessaly, Larissa, Greece, Business School, Staffordshire University, Stoke-on-Trent, UK, Business School, Edinburg Napier University, Edinburg, UK. Best Practices in Exploratory Factor Analysis: Four Recommendations for Getting the Most from Your Analysis. According to Vidal and Marle [11], there are historically two main approaches of complexity. To achieve this objective, more integrated approaches for managing projects in complex environments and new methods of planning, scheduling, executing, and controlling projects must be investigated. Richardson [35] explores the implications of complexity from the management of organizations and how thinking complexity may affect the way in which project managers do their jobs. 2011, 149--159. Within the Luhmannian system theory, complexity is the sum of the following components [25]: differentiation of functions between project participants, dependencies between systems and subsystems, and the consequential impact of a decision field. The new complex and dynamic environments require project managers to rethink the traditional definition of a project and the ways to manage it. Laird, L. Brennan, M.. 2006. Pollack and Remington and Pollack [50, 51] emphasize that a clear distinction on the type of complexity helps in selecting the appropriate model to manage a project. There does not even seem to be a single definition of project complexity that can capture the whole concept [11, 2024]. According to Snowden, Scrum is essentially a way to transition from the Complex domain into the Complicated domain. 2009. The increased complexity had led to high numbers of software project failures in terms of time, cost quality etc. The positive influence is due to the apparition of phenomena that could not be predicted due to the sole knowing, even complete, of the behaviour and interactions of the elements of the system. Xia, W., Lee, G. 2004. Maylor, H., Vidgen, R., Carver, S. 2008. The main goal of software project management is to enable a group of developers to work effectively towards the successful completion of a project in a given time. According to this perceived complexity, project managers make the corresponding decisions and take the corresponding actions to influence the project evolution and reach the desired project state [11, 49]. The UCP model classifies projects according to uncertainty, complexity, and pace. Finally, the current and the future management approaches to address this topic in the future are proposed. 2013. H. Singh and A. Singh [73] argue that it is at the edge of chaos, where linear systems begin to fail and nonlinear systems begin to dominate and where project managers must begin to pay greater attention to the nonlinear and subtle influences in their planning and management styles. Directional complexity is often found in change projects where the direction of the project is not understood and when it is clear that something must be done to improve a problematic situation [51]. Although it can appear more complicated than the Stacey Matrix, it does offer a conceptually stronger argument. The importance of complexity to the project management process is widely acknowledged for several reasons [18]: (i) it influences project planning, coordination, and control; (ii) it hinders the clear identification of goals and objectives of major projects; (iii) it can affect the selection of an appropriate project organization form and experience requirements of management personnel; (iv) it can be used as criteria in the selection of a suitable project management arrangement; and (v) it can affect different project outcomes (time, cost, quality, safety, etc.). But there are many other factors that introduce complexity, such as communication, the skill of the people involved, organizational culture and pure chance. Journal of Software Engineering and Applications. (i)Low-Technology Projects. Practice Problems, POTD Streak, Weekly Contests & More! Baccarini D. 1996. Expert Systems with Applications.
London. According to Parsons-Hann and Liu [10], it is evident that complexity contributes to project failure in organizations; what is not clear is to what degree this statement holds true. This means that an empirical, iterative process is needed.
Identifying and characterizing different aspects of project complexity in order to understand more efficiently the stakes of project management complexity can be of great support in assisting the global project management community. Journal of Basic and Applied Scientific Research. Flux is affected by external and internal influences. Perminova et al. If the project is politically sensitive and of high visibility, project complexity can considerably be increased. Tatikonda and Rosenthal [31] and Pundir et al. [32] associate categories of uncertainty with variations, foreseen uncertainty, unforeseen uncertainty, and chaos. By breaking down the larger issue into many smaller problems (sprints), were essentially transitioning from the Complex to the Complicated domain. The increasingly fast-paced systems of todays business and social environment, characterized by discontinuity and change, force organizations to make decisions and take the corresponding actions based on multiple unknown variables. Even the most simple activity can become complex because of sheer (bad) luck. I have updated the post accordingly, and am thankful to Dave for his personal input! Girmscheid and Brockmann [34] define project complexity as a set of problems that consists of many parts with a multitude of possible interrelations, most of them being of high consequence in the decision-making process that brings about the final result. In order to properly manage complexity, project managers must know how to seize the opportunities emerging from complexity and to know how to avoid or at least diminish the negative effects of complexity [11]. In this type of projects, since time to market is directly associated with competitiveness, missing the deadline might not be fatal but it could hurt competitive positions. 1951. A large collection of systems functioning together to achieve a common purpose, Regular Projects. Operative complexity, i.e., the degree to which organizations of the project are independent when defining their operations to achieve given goals, and cognitive complexity which identifies the degree to which self-reflection, sense-making processes, the emergence of an identity, or even an organizational culture is possible, are also different types of complexity identified in the literature [36]. Then, the different types of project complexity and the main project complexity models are presented. Vidal and Marle [11] consider the following factors as necessary but nonsufficient conditions for project complexity: size, variety, interdependences and interrelations within the project system, and context dependence. A task that is simple for a one person may be very complex for a group. This helps transition problems (clock-wise) across boundaries, from Chaotic to Complex, from Complex to Complicated and perhaps even to Simple. As projects have become more and more complex, there has been an increasing concern about the concept of project complexity. Snedecor, G. W. and Cochran, W. G. 1989. Complexity influences project planning and control; it can hinder the clear identification of goals and objectives, it can affect the selection of an appropriate project organization form, or it can even affect project outcomes. A collection of components in a single unit, performing a well-defined limited function(ii)Scope 2: System. 83, 37--51. The model has since been adopted by the Agile community to better understand and explain why Agile and Scrum are a good fit for software development. The framework sorts it into five domains, simple, complicated, complex, chaotic, and disorder, each of one requires different actions based on cause and effect. Lu, Y., Luo, L., Wang, H., Le, Y. and Shi, Q. There are some HUGE factors on this list. To give you an idea of what people come up with (top of mind): Plans are a massive source of ritualistic process-waste by making people spend precious time creating them, reading them and keeping them up-to-date. In project contexts, there is a lack of consensus on what complexity really is [1220]. ""General intelligence", objectively determined and measured." Sedaghat-Seresht, A., Fazli, S. and Mozaffari, M. M. 2012.
Flux implies constant change and adaptation to changing conditions making temporary solutions regarding interdependence, diversity, and ambiguity outdated from one day to another [48]. London, Sage Publishing. According to Pundir et al. Remington et al. Dividing labor into distinct tasks and coordinating these tasks define the structure of an organization [44]. complexity of projects is quite important. This helps us to transition to a lower domain of complexity. Project complexity has been addressed by researchers from different perspectives and approaches. Concurrent Engineering breaks down functional and departmental barriers by integrating team members with different discipline backgrounds often known as cross-functional teams [46]. On the contrary, if it is too complex, it can be useless to project managers. initial objectives. Task scope or the variety of tasks that need to be accomplished is the most critical dimension of technology. The resulting model is shown in Figure 3 where, as can be seen, project complexity is characterized by two dimensions, structural complexity and uncertainty, each of one having two subdimensions, number and interdependency of elements, and uncertainty in goals and methods, respectively. Globalization boots complexity by the erosion of boundaries, higher mobility, heterarchy, and higher dynamics. Interestingly, Ralph D. Stacey has since let go of the matrix as a means to understand complexity. Sommer and Loch [12] treat complexity and unforeseeable uncertainty as separate constructs. This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License. According to the author, if there are limits to what we can know about our organization, there are limits to what we can achieve in a predetermined and planned way. The reality is that in the face of this level of unpredictability, there is no value in creating plans. Pich et al. The one, usually known as the field of descriptive complexity, considers complexity as an intrinsic property of a system, a vision which invited researchers to try to quantify or measure complexity.
Some authors associate complex or complicated projects with the number of elements and with the concept of linearity. It also implies constant change and adaptation to changing conditions. -- A preliminary mapping study. A Practical Approach, John Wiley and Sons. Various approaches to measure software complexity have been proposed focusing on the software product complexity but without considering the complexity of the process. To consider it an indication of complexity, the organizational structure of the project should be over a minimum critical size and their elements need to be interrelated. Projects based mainly on existing technologies but incorporating a single new technology or feature, High-Technology Projects. L. M. Corbett, J. Brockelsby, and C. Campbell-Hunt, R. Dewar and J. Hage, Size, technology, complexity, and structural differentiation: toward a theoretical synthesis,. Earlier many projects have failed due to faulty project management practices. Projects based on existing and well-established technologies(ii)Medium-Technology Projects. (a)The technological dimension This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. Relationships between project participants, suppliers, overlapping of activities, methods, and techniques are factors that affect project complexity. Beavers, A S., Lounsburny, J. W., Richards, J. K., Huck, S.R W., Skolits, G. J. and Esquivel, S.L. [72], since projects exhibit the characteristics of complex systems, the method to manage them cannot be predicted in advance, it will emerge from the interactions between the project elements and the environment. He introduces the U-process as a methodology for addressing complex challenges and distinguishes complexity in three ways: (i) dynamic complexity: the cause and effect of complexity are far apart and it is hard to grasp from first-hand experience; (ii) generative complexity: a situation where the solution cannot be calculated in advance based only on what has worked in the past; and (iii) social complexity: the people involved who have different perspectives and interests must participate in creating and implementing the solution.
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