Managerial complexity in project based operation Essay

Managerial complexity in project based operation - Essay Example The decision to undertake any meaningful project comes with a lot of challenging complexities that the project manger has to overcome to achieve success.Attempts to get a single concise definition for the term managerial complexity have virtually failed because there are no specific tools to measure levels of complexity of individual project. The Rational Rhapsody observes that â€Å"Levels of complexity can be measured in all kinds of ways, including the number of team members or components, complexity of the design, integration of legacy code, type of content management used, and geographical distribution of the team.† The complexity of projects varies in demand and input. However, an attempt to give a concise measure of complexity has been done by Carver et al (2008). In doing this, Kailash (2008) observes that the writers â€Å"present a qualitative empirical model which captures both structural (static) and dynamic elements of   managerial complexity in projects.† The major themes introduced in the model are structural complexity and dynamic complexity. Structural complexity The Carvers model tries to make the understanding of the structural complexity of project management look easier by introducing a model that serves as the benchmark for determining the complexity of the structure of every project. In determining the structural complexity of a project, the writers put forth five (5) major dimensions from which the structural complexity of a project would be measured. The five dimensions, Mission, Organisation, Delivery, Stakeholders and Team. These are dimensions that help in determining the structural complexity of managing a project. Since the model helps in determining the structural complexity of a project, it is referred to as structural complexity model. To make it easier to remember the dimensions upon which the structural complexity is determined, an acronym, MODeST was developed to represent the first letter of each of the dimen sions and the first two letters of ‘delivery’ in the dimension. The model represents an empirical basis for measuring the complexity of projects globally. This is because typical challenges faced by complexity in project and programme environments in the management of all major projects around the world can be measured on the basis the dimensions of MODeST. Project managers are putting behind traditional project management strategies to get adapted to the realities of the structural complexity as proposed by Carvers et al (2008). â€Å"Until now, project management has lagged behind other corporate processes in its quest for simplicity while global entities have embraced complexity, even chaos† (Management Concepts, 2011). A typical real life example can be given with the setting up of an iPhone industry. With the establishment of an iPhone industry as a case study, such an industry follows the structure of MODeST as discussed above. To with, the company starts w ith a mission, starting their aims and objectives for venturing into business. These aims and objectives lays bare their vision and what they want to get out of the establishment of the business. As part of their mission, there is scale of operation which includes long timescale. Stating a mission would of course not be complete or valid without stating what possible uncertainties and constraints are there to be face. Some of these constraints include legal acquisition of licence. Such as business are would also put an organisational structure in place. As part of their organisation, the company would specify time frame of operation, trade or market space, and possible restructuring that would have to take place in the company either immediately or in the nearest future. Next, the industry will consider their delivery mode after production starts. To do this, they get an administration and management in place to take care of all duties that has to do with major decision making. Ther e would also be a mapping strategy to determine the project