Complex and complicated are terms often associated with projects, and I always hear them being used interchangeably, but is there a difference, and why should we care?
The simple answer is yes! There is a difference. Why do we care? Because understanding whether you have a complex or a complicated project can change how the project is run and the skills needed to deliver it successfully. So, let’s explore this concept further…
Let’s first understand why these terms are often interchanged.
Complicated can be defined as “involving a lot of different parts, in a way that is difficult to understand”i
Complex can be defined as “involving a lot of different but related parts” or “difficult to understand or find an answer to because of having many different parts”i
As we can see, the definition of complicated and complex are very similar, resulting in terms being used interchangeably or incorrectly when it comes to projectsii.
So, what is a complicated project?
When my clients talk about project complexity, they usually refer to the project's attributes, including the project size, number of stakeholders, location, budget, timeline and scope.
While these attributes may make the project challenging, they do not necessarily determine complexity if they are not interrelated or form part of an adaptive systemiii.
Individual attributes on their own are more aligned to a project being complicated than complex.
So, what makes a project complex?
The short answer is… They are highly networked.
Complex projects are actually complex adaptive systems and can be defined as “a system that consists of many connected parts which should change in order to succeed: Complex adaptive systems are open and dynamic; they continually adapt to new developments”i.
The use of systems thinking helps project managers to consider both the individual elements that need to be delivered and the complexity of the network that connects them within the broader system (organisation)iv.
What is systems thinking?
No, I’m not talking about technology systems, though they do play a part. Systems thinking is about looking at all the components and moving parts that play a role in or may impact project delivery such as people, culture, process, technology and more.
Systems thinking enables us to understand how everything connects and the potential flow-on impacts of one area to another. Complexity arises from the way in which multiple components across the organisation interact.
Figure: Example of systems thinking components
Source: Image adapted from Duffield & Whitty 2016 v
Why does understanding this matter? Why do we care?
As you can see, complex projects move far beyond project attributes such as project size, schedule, budget, and location.
How complicated the project is perceived to be will come down to the skill and experience of the project manager – what one PM finds complicated may be a walk in the park for another.
However, how complex the project is will come down to how entwined the surrounding components of the project are and how uncertain and ambiguous the environment is.
Complex projects require a skill set beyond what is taught in standard project management courses and textbooks. It’s about having the ability to see all the pieces of the puzzle and understanding their flow on impacts. It’s about taking all the standard project management tools and methods and overlaying systems thinking to achieve the desired outcome. Project managers need to take a multidisciplinary approach when it comes to delivering complex projects.
So, what now?
If you are a project manager, think about whether you have a complicated project or a complex one. If you’re dealing with a complex project and systems thinking is not your thing (let's face it, it doesn’t come naturally to everyone), then seek advice and support from a mentor who can guide you through it and help you to build that skill set.
If you’re hiring a project manager, consider what skill sets you need based on the type of project (or program) you have. Make sure you hire a qualified project manager that matches your project type; doing this will enable a more seamless delivery and better business outcomes.
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i. Cambridge University Press 2020, Cambridge Dictionary
ii. Whitty, SJ & Maylor, H 2009, 'And then came Complex Project Management (revised)', International Journal of Project Management.
iii. Bar-Yam, Y 2004, Making things work: solving complex problems in a complex world, Knowledge Industry.
iv. Locatelli, G, Mancini, M & Romano, E 2014, 'Systems Engineering to improve the governance in complex project environments', International Journal of Project Management.
v. Duffield, SM & Whitty, SJ 2016, 'Application of the Systemic Lessons Learned Knowledge model for Organisational Learning through Projects', International Journal of Project Management.
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