Essays on Managing Complex Projects Assignment

Download full paperFile format: .doc, available for editing

The paper "Managing Complex Projects" is a wonderful example of an assignment on management. While investments are for the main purpose of generating profit to an individual or a conglomerate, various factors from within and outside the operational basis of a project must be considered. While there are many investment projects developed daily most of the end up with unfulfilled targets. Complex projects are different from the ordinary complex as they require more attention than the latter. This means that a thorough analysis is done before settling for a given complex project.

The complex project is also different in that in case of losses; the losses incurred are usually of a greater magnitude than the ordinary projects. The process of Project management involves putting into consideration factors that include; the input, the process itself, the output, and even the external attachments. All these factors are considered in line with the objectives of the project. The viability of the complex project will depend on these factors. A project will only be viable if the output is higher than the input. This demands a thorough analysis and estimation of the costs of imp0lewmentaion before embarking on the project.

Investment projects will involve processes which are; Project initiation stage In the project initiation stage, deliberations are made on how the projects will be set out. This involves the clear definition of the roles that the stakeholders and the project team are to play in the project. This phase is an inclusive one that needs assembling of views before getting down on the project. Complex projects usually contributions to all stakeholders at such a stage. This enables the stakeholders to have a wide abstract framework so that they may be able to follow up on the project effectively during implementation (Salaman 2005, p.

56-59). Objective analysis Once the definition of the role of the various players is done, the overall aim of the project is reviewed. This review is done by trying to figure out the prospects of the project by using analytic criteria such as the SWOT analysis.  


Acha, V., Davies, A., Hobday, M., and Salter, A. J 2004. ’Exploring the capital goods

economy: complex product systems in the UK’, Industrial and Corporate Change, 13(3),


Anderson, P.W 1972, ‘More is Different: Broken Symmetry and the nature of the hierarchical

structure of science’, Science, 177 (4047), 120-127

Crawford, L. & Pollack, J 2007, ‘How generic are project management knowledge and

practice?’ Project Management Journal, 38 (1), 87-96.

Denker, S., Steward, D.V. & Browning, T. S 2001. ‘Planning concurrency and managing

iteration in projects’, Project Management Journal, 32 (3), 31-38.

Davies, A & Hobday, M 2005, The Business of Projects, Cambridge University

Press, Cambridge, p, 56-63

Davies, A, & Hobday, M 2005, The Business of Projects, Cambridge University Press,

Cambridge, p. 87-91

Datta, S. & Mukherjee, S.K 2001, ‘Developing a risk management matrix for effective project

planning – an empirical study’, Project Management Journal, 32 (2), p.45-57.

Davis, D 1985, ‘New Projects: Beware of False Economies’, Harvard Business Review, 63 (2)


Flyvbjerg, B 2006, ‘From Nobel Prize to Project Management: Getting Risks Right’, Project

Management Journal, 37 (3), p. 5-15.

Flyvbjerg, B.C. & Bruzelius, R. W 2003, An anatomy of ambition. Cambridge University Press,

Cambridge, Chapter 1. 39-53

Globerson, S. & Zwikael, O 2002, ‘The impact of the project manager on project

management planning processes’, Project Management Journal, 33 (3), p. 58-64.

Galbraith, J. R 1971, ‘Matrix organization designs: How to combine functional and project

forms’, Business Horizons, February, 29-40.

Kerzner, H 2006, Project Management: a Systems Approach to Planning, Scheduling, and

Controlling. 9th Ed, John Wiley & Sons, Inc., New York, p. 98-112

Khodakarami, V., Fenton, N., & Neil, M 2007, ‘Project scheduling: improved approach to

incorporate uncertainty using Bayesian Networks’, Project Management Journal, 38 (2), p. 39


Kerzner, H 2006, Project Management: a Systems Approach to Planning, Scheduling, and

Controlling, 9th Ed, John Wiley & Sons, Inc. New York, Chapter 11, 67-72

Keegan, A. & Turner, J.R 2002, ‘The management of innovation in project-based firms’, Long

Range Planning, 35, 367-388

Middleton, C.J 1967, ‘How to Set Up a Project Organization’, Harvard Business Review, April

1967, 73-82.

Miller, R. & Hobbs, B 2005, ‘Governance Regimes for Large Complex Projects’, Project

Management Journal, 36 (3), p. 42-50.

Pollack-Johnson, B. & Liberatore, M.J 2005, ‘Project planning under uncertainty using

scenario analysis’, Project Management Journal, 36 (1), p.15-26.

Rozenes, S., Vitner, G., & Spraggett, S 2006, ’Project Control: Literature Review’, Project

Management Journal, 37 (4),p. 5-14.

Szulanski, G. & Winter, S 2002, ‘Getting it Right the Second Time’, Harvard Business Review,

January, 62-78

Thomas, J. & Mullaly, M 2007, ‘Understanding Value of Project Management: Steps on an

International Investigation in Search of Value’, Project Management Journal, 38 (3), p. 74-89

Van Marrewijk, A., Clegg, S.R., Pitsis, T.S., & Veenswijk, M 2008, ‘Managing public-private

megaprojects: Paradoxes, complexity and project design’, International Journal of Project

Management, 26 (6), p. 591-600.

Van Marrewijk, A 2007, ‘Managing project culture: The case of Environ Megaproject’,

International Journal of Project Management, 25 (3), p. 290-299

Winter, S.G. & Szulanski, G 2001, ‘Replication as Strategy,’ Organization Science, 12 (6), p.


Pynes, J 2008, Human Resources Management in Public and Nonprofit Organizations: A

Strategic Approach, John Wiley and Sons, New York, p. 67-73

Salaman, G 2005, Strategic human resource management: theory and practice, SAGE Publishers,

New York, 56-59.

Zajda, J 2005, International handbook on globalization, education and policy research: global

pedagogues and policies, Springer, New York, 78-91

Download full paperFile format: .doc, available for editing
Contact Us