The application of complexity theory to the field of project management

As project management technologies and methodologies evolve to meet an increasing need, they become more complex. The problem is that project management does not have a theoretical basis or a workable model to address the apparent breakdown being observed on large complex projects of extended duration. The purpose of this research was to examine the applicability of complexity science theory to the field of project management. This research focused on complexity as a key contributing factor to failure on large projects and whether there is a way to more effectively manage this problem. The qualitative portion of this study followed a grounded theory approach that examined the experiences of qualified people in the field to determine if there is a correlation between their experiences and the theoretical constructs offered by complexity science. The coding process utilized three coding structures to organize and analyze data: open, axial, and selective coding. A quantitative analysis of interface aggregation and distribution under simulated conditions was used as a means to test the hypothesis. This research established a relationship between complexity science theory and, more specifically, the impact of nonlinear environmental behavior has on large projects. With this understanding and workable management approach, project managers may have a better chance of avoiding failure and the huge negative social/cultural impacts that come with it.