Complexity, uncertainty-reduction strategies, and project performance

Serghei Floricel, John L. Michela, Sorin Piperca

Research output: Contribution to journalArticle

34 Citations (Scopus)
117 Downloads (Pure)

Abstract

This paper investigates how complexity influences projects and their performance. We develop a classification of project complexity by relying on fundamental theoretical insights about complexity and then use results from practice-oriented literature to assign concrete project complexity factors to the resulting categories. We also identify specific strategies for organizing and knowledge production that project planners use to address complexity-related uncertainties. We theorize about the way these strategies interact with various types of complexity to increase project performance. Anticipated influences are mostly corroborated using survey data on 81 complex projects from five continents and a diversity of sectors.
Original languageEnglish
Pages (from-to)1360-1383
Number of pages24
JournalInternational Journal of Project Management
Volume34
Issue number7
Early online date8 Jan 2016
DOIs
Publication statusPublished - Oct 2016

Fingerprint

Uncertainty
Project performance
Project complexity
Complex projects
Organizing
Survey data
Knowledge production
Factors

Keywords

  • Complexity
  • Uncertainty
  • Planning
  • Knowledge
  • Organization

Cite this

Complexity, uncertainty-reduction strategies, and project performance. / Floricel, Serghei; Michela, John L.; Piperca, Sorin.

In: International Journal of Project Management, Vol. 34, No. 7, 10.2016, p. 1360-1383.

Research output: Contribution to journalArticle

Floricel, Serghei ; Michela, John L. ; Piperca, Sorin. / Complexity, uncertainty-reduction strategies, and project performance. In: International Journal of Project Management. 2016 ; Vol. 34, No. 7. pp. 1360-1383.
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