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complexity

A quality of a project, program, or its setting that makes management difficult because of unpredictable human behavior, intricate system interactions, and unclear or incomplete information.

Key Points

  • Arises from people, interacting components, and ambiguous information, making outcomes hard to predict.
  • Leads to emergent behavior and hidden dependencies that complicate planning and control.
  • Best handled with experimentation, short feedback loops, and incremental decision-making.
  • Helpful practices include system mapping, dependency visualization, modular architecture, and empowered cross-functional teams.

Example

An enterprise launches a new customer portal that must connect to several legacy systems while marketing, compliance, and operations have competing priorities. People dynamics, tight coupling between systems, and shifting regulatory guidance create uncertainty and emergent issues. The team manages complexity by delivering in small increments, mapping dependencies, running frequent stakeholder reviews, and simplifying interfaces.

PMP Example Question

A program exhibits high complexity from unpredictable stakeholder behavior, tightly coupled systems, and ambiguous requirements. What should the project manager do first?

  1. Run collaborative discovery workshops and map system interactions to reveal dependencies and uncertainties.
  2. Write exhaustive upfront requirements to lock scope before starting any work.
  3. Add a large schedule buffer without changing the approach.
  4. Defer stakeholder engagement until the technical design is finalized.

Correct Answer: A - Conduct discovery and system mapping

Explanation: Complexity calls for learning and visibility. Early collaborative discovery and system mapping expose unknowns and interdependencies, enabling iterative planning and risk reduction.

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