|
| Factor | |
|
| Size | 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. |
| Interdependence and interrelations | An event in an interconnected structure can cause totally unknown effects on another entity inside the structure. |
| Goals and objectives | They must be adequately and properly defined both at a strategic and at an operational level. |
| Stakeholders | The number of project participants and how the information flows between them are a key factor affecting project complexity. |
| Management practices | Relationships between project participants, suppliers, overlapping of activities, methods, and techniques are factors that affect project complexity. |
| Division of labor | Adding project organizational structure by dividing labor, the way for personnel selection, and the level of pressure on this personnel to achieve project objectives are factors that increase project complexity. |
| Technology | Task scope or the variety of tasks that need to be accomplished is the most critical dimension of technology. It explains why there is a need for a variety of technologies and a given level specialization in each of them. |
| Concurrent engineering | It breaks down functional and departmental barriers by integrating team members with different discipline backgrounds often known as cross-functional teams. |
| Globalization and context dependence | Globalization boots complexity by the erosion of boundaries, higher mobility, heterarchy, and higher dynamics. It can be an essential feature of complexity. |
| Diversity | A higher number of elements and a higher variety across elements increase complexity. |
| Ambiguity | It expresses uncertainty of meaning in which multiple interpretations are plausible. |
| Flux | Flux is affected by external and internal influences. It also implies constant change and adaptation to changing conditions. |
|
