1 Complexity characteristics
Introduction
Complexity is the key element which determines the approach to be adopted by the project manager. There are tools and techniques to focus on complex issues while the complexity depends on the five dimensions such as cultural, social, task, cognitive and operative complexity. Complexity is a vital characteristic of a construction project. Therefore the project management consists of estimating, scheduling, and operations management in construction projects. Complicated projects have a higher level of complexity in terms of technical, context, cost and schedule of the project. The complexity characteristics of the Grand Ethiopian Renaissance Dam project is discussed in the project with economic support while addressing complexity type such as structural, technical, temporal and directional.
1 Complexity characteristics
There are complex issues discussed in the Grand Ethiopian Renaissance Dam project. Factors that affect the project are unhelpful behaviour of people, fail to make model, lack of appreciation, unambitious management and failure to simplistic project management. These are the complexity characteristics that hinder in successful project management. Construction projects are bright and have a significant dimension of growth while considering the complexity and working on actions that help to focus on effective project management. The defining characteristic provided in the case of the GERD project is agreeable. The complication in projects occurs due to cost, schedule, technical and context. The project delivery and the price has increased the pressure for the GERD project due to delay and management. The support of people, government and unstructured project management technique leads to unsuccessful project management. Project manager faces risk and challenges due to these issues.
Complexities
GERD project did not face higher cost complexity. The project has critical issues such as schedule, technical and context issues. Public satisfaction tends to be a complex construction strategy while the government of Ethiopia has made a governance structure to consider and provide electricity in neighbouring countries. The problems between Egypt and Ethiopia had arisen for the Nile river and water distribution for the GERD project. Egypt provided 60% of the water as the contribution to the construction of the dam. The resource acquirement issues handled with complex decisions, and the massive project delayed subsequently. The design of the GERD project was later changed many times which is the major issue that cannot be ignored. The project team was confused, and the design techniques tend to address complex project results. Upcoming risks were identified by the project team. Still, there were changes in the project from the year 2011 to 2017. It seems to be a complicated decision and the project team did not stick to a particular design. Conflicts in designing and managing the project were then observed as some different tools and techniques tend to make the project more complex and addressed practical challenges for the project team to complete the project. Therefore, it is agreeable that the defining characteristics of complexity in the GERD project were observed. There is a different order in terms of GERD because the cost was not a primary problem.
The schedule was the primary issue that was observed in the GERD project. Schedule complexity tends to ensure that the project needs to be completed in a particular timeframe as and when decided by the project team. This seems to be a complex issue which leads to risk and method of distributing dangers and challenges in the project. The project team had a time of project completion for five years, but the project team was not able to consider the timeframe, and it delayed from 5 years to 7 years. It seems that the bridge closure requirements was not met appropriately due to issues of project team and design. The Egypt government later solved water scarcity and distribution of water. Contractors did not pay attention to the critical closure requirements, and a closure notice was primarily sent to the project team. There was no transparent distribution of authority and duty, which the project tea followed. Therefore schedule complexity was observed, and the bridge was built with information disclosure requirements. The risk analysis was higher, and there was no precise timing that was provided by the government.
Technical complexity was observed in the GERD project as the project team used different techniques and tools to handle the project. The plans were more complex while comparing the primary attribute of unhelpful behaviour of the project team to complete the project. Design, tools and techniques and cost highly determine the failure of accomplishing the project requirement. Though the project was completed, the resources and team support was inadequate, which stopped the construction of the project activities many times. Political pressure was observed, and the project completion was difficult but subsequently completed. Context complexity was seen in terms of design as discussed. Involvement of stakeholders tends to ensure the complexity of the GERD project.
Rationale
GERD project had complexity in terms of context, schedule, technical and cost complexity. I analyzed the complications in the GERD project and concluded that the GERD project has several characteristics of complexity in terms of design, schedule and stakeholders involvement. Resources, design and schedule of the project were not up to the mark due to political pressure by Egypt government. Due to this scenario, the project team was unsupportive and had a design issue that was changed many times. The confusion that the project team had built a significant gap between the schedule as discussed. The complexity of the project led to the delay of the project. The significant project management challenges were observed with characteristics of complexity in the project. The project was delayed from 5 years to 7 years which was due to planning, design, operations and schedule issues.
2 Complexity types
Project complexity types include structural, technical, directional and temporal. Due to the involvement of several factors, the project complexity type is determined. Improper management, delay in project and resource scarcity are the major issues in the GERD project.
Structural
Structural complexity tends to occur due to improper management and inadequate team support. There are complicated decisions that lead to structural complexity. GERD project has issues such as structure complexity observed between two countries, stakeholder involvement and political pressures in the project management decision. Egypt and Ethiopia are the two countries that have made political pressure on the GERD project. This way, structural complexity is observed in the GERD project.
Technical
Design of the project is the primary aspect that is considered in terms of technical complexity. The project team has inadequate knowledge and interest due to the change in design and project involvement decisions. GERD project has faced technical complexity many times due to the change in design from 2011 to 2017. Project team do not support in the construction of the dam due to confusion in projecting hydroelectricity and change in the storage and capacity issues. Furthermore, it was the primary reason for the delay of the project was subsequently not communicated with stakeholders. The project was behind for two years as expected due to technical complexity issues.
Temporal
Temporal complexity occurs when a project is for the long run. Uncertainty, legislative change and social impacts are the primary reasons for temporal complexity. GERD has faced temporal complexity due to the long term project, which was delayed. There was political pressure, to which the project team was confused and responded to change in the design and structure. At the beginning of the GERD project, the issues between the two countries led to the delay of the project, which led to unexpected behaviour of stakeholders to invest in the project.
Directional
Directional complexity occurs when the project involves many stakeholders in the project. Decisions are ineffective. Thus it leads to the complex behaviour of stakeholders and the project team. The design of the project is changed due to inefficient decisions made by stakeholders. Due to a change in the decisions of stakeholders, the GERD project has faced complex issues and delayed in the completion of the project. Government of Egypt, the government of Sudan, Ethiopia government, Egyptian ministry and many other stakeholders are involved in the GERD project. Therefore, it makes the system inadequate and ensures that the project was not completed in time and was directionless.
Most significant complexity
Most significant complexity that I observed in the GERD project is directional complexity. The decision-making process was considered to be the most crucial element, as there were many stakeholders involved in the project. Due to neighbouring countries decisions, government and foreign affairs ministry were concerned. It seemed to be a complicated decision-making criterion which leads to political conflicts between different countries. The water resources strategy was later solved by the Egypt government when there were closures in the project. Therefore, directional complexity is observed in the GERD project.