Project Management from Simple to Complex

Dublin Core


Faster, cheaper, and better has become the mantra of not only profit-making
organizations seeking to increase market share and profits but also nonprofits and
governmental organizations seeking to increase their value to clients. Organizations
are increasingly using projects to meet these goals. Projects are goal directed and time framed, and when managed well, projects deliver on time and within budget. This book is about how to manage projects well.
All projects have common characteristics: every project has a scope, budget, and
schedule. Projects also differ. Understanding how projects differ and what that difference means to the management of the project is critical to successfully
managing a project. Large, complex projects need project management tools, systems,
and processes that are very different from the small and less complex project. Within
this text, we provide a tool for profiling a project based on the complexity of the
project and describe the different project management approaches needed for the
difference in project profiles.
Project management is complicated. In some ways, this is a good thing because
students who learn how to manage projects well will find it a rewarding career, and
there will always be a demand for their services. Project management is complicated because projects consist of many activities that are interrelated, and the actions taken in one activity affect several other aspects of the project. Project management is complex because project managers must understand several knowledge areas and develop a variety of tools and techniques to successfully manage a project. This complexity makes it challenging to learn about project management because regardless of which activity you begin to study, you need to know something about the other activities to which it is related.


Cut Rita Zahara


Creative Commons






Russell W. Darnall and John M. Preston, “Project Management from Simple to Complex,” Open Educational Resources (OER) , accessed April 22, 2024,

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