LITERATURE REVIEW OF GROWTH OF MARKETS INTERNATIONALLY

        After completing a literature review regarding how complication and management were handled by previous managers and their present way of management, research questions were created. Corresponding findings, in the literature, were cited effectively. Generally, the review of the literature was created in accordance with the Cochrane handbook's rules (Higgins & Green, 2008), that is utilized in the scientific study.

        The cited materials include not only dissertations and theses but also journals. The Cochrane handbook is actually recognized for its concentration on the improved process of making decisions by accessibility, promoting, and preparing systematic reviews of different proofs which they seem to underpin (Higgins & Green, 2008).

The attention is on 3 aspects:

Determining the present information in the management of projects concentrating on a standard of PM.

Determining the characteristics, gap, and symptoms of the issue – in this case in the management of complication.

Evaluate just how complication is handled with the utilization of procedures and methods, which may be incorporated into the updated standard of PM.

    With this review in accordance with the rules of the handbook, some representative studies were collected which evaded foundational data’s bias. In addition, in order to consider important and relevant studies, an attempt was seemingly made.

The methods for performing the review as the base of the study are listed in the given steps or stages (Gough, Oliver, & Thomas, 2012):

Beginning

Methodology and questions related to the review

Search plan

Characteristics and description study

Quality assessment and relevance

Synthesis

Utilizing the results

Literature review’s logical structure was separated into complication and management.

        First of all, the management field with a number of its subfields including MPM or management of multi-project, PM or management of a project, and PGM or management of the program. After the definition of all subfields and creating a comparison of a number of standards of PM, the standard utilized commonly satisfied most of the requirements and utilized worldwide was chosen. 

        The complication was the second field. What do we actually mean when we are talking about a complication within projects, and how is the latter affected by the former? How we can not only understand and illustrate but also define complexity? Several techniques for reducing and handling complication were analyzed and discussed.

            Several keywords were recorded on the map for the theme of complication management and PM. With the utilization of these keywords, several databases on the internet were searched together with organizational databases of PM.

            In addition to the study carried out with the use of databases, several lectures were attended on management and complication for gaining more information and learning a number of ways to manage different complicated projects. Meetings and arguments also ensued with experts regarding several topics of this study.

            In studies, complicated projects were addressed by 2 studies. These were the ones to directly address the problems of the incorporation of complication with project management.

It is believed by Hass (2009) that PM’s typical standard is authentic and also effective for complication management. Complication enablers from Hass include urgency, flexibility, solution clarity, requirements volatility, external limitations, risk, and commercial change among others (Hass, 2009).

The given steps were suggested by Hass (2009) for complication management:

Choosing the right manager of a project

Choosing precise cycles of the project

Choosing the right style of management

These were the steps which were provided by him.

        The capability of the manager of a project to deal with different complicated projects is actually based on her or his: standard of experience, leadership skills, skill set, and knowledge degree. The caliber of leadership, for Hass (2009), is associated with soft skills such as political savvy, negotiation skills, understanding the needs of staff, being a human, culture, and leadership incorporated with the seniority and experience of project managers.

        In addition, choosing the right cycle of a project is suggested by it. And these cycles rely on the complication level. But it can be quite tough to be objective when it comes to choosing the right cycle of the project. The complication level in a specific project is an evaluation that is subjective on the basis of perceptions of individuals and some certain limitations of the project. It is important to use different cycles as a guide for knowing how to handle complications. Different factors impacting complication involve project duration, potential risks, project requirements, and contractors which are involved. Categorization is impossible as there is a variation in attitudes for different project managers.

        Independent projects following a linear model are concerned with the first level. Traditional standards of project management, at this level, can be implemented. Complicated projects at a moderate level following a linear model with an alteration of iteration loops with the cycle of the project regularly are concerned with the second level (Hass, 2009). Hence, the 3rd standard or level must be implemented to projects which are highly complicated. "eXtreme model" is actually formulated primarily on the experience of managers and situational flexibility approach (Hass, 2009).

        The above models were assigned by Hass to different kinds of unique projects: urgent ones, highly innovative ones, diverse and largely dispersed teams, long-duration and large projects, ambiguous solutions, opportunities, and issues, understood poorly, volatile requirements, external constraints and significant dependencies, change initiatives, and strategic projects. Actually, these projects are specific to an industry and cannot be generally implemented. In addition, they don’t indicate which points should be focused upon in projects like some vulnerable processes and complication enablers.

        The approach of Hass is like an amendment where specific methods and tools are requested by participants for their projects in overcoming complications.

Navigating Complication – A Practice Guide was published by PMI in 2014 (Project Management Institute, 2014).

        Tools are not provided by this guide for dealing with complication and it also doesn’t connect with PM Entity of Information PMI at present (PMBoK V6). That is why this guide’s objective is not about improving the standard of PM and doesn’t associate with processes which are described in PMBoK. It focuses on thinking critically about different complicated projects while indicating were to concentrate on the rising problems. An assessment is provided by this guide which can be easily used by managers. Valuable practices and scenarios are created from the outcomes of the assessment while for decreasing the complication, actions are recommended. The assessment, however, doesn’t offer a categorization for the project’s complication. It can be said that the aim is to offer tools which will help the manager in provoking reflection.

        Furthermore, this practice guide is not connected with the present standard and complication are not categorized by it. Following questions are raised by this issue: How would the user realize that the specific problems are related to the project? In all industries, is the application of assessment to each and every project possible? Is the assessment rendered inapplicable by a limited budget of the project? Answers could be elicited by these questions which may be tough to analyze. 

        This guide's foundation is related to business/strategic management, techniques of project management, and leadership. The standards of project management in terms of PMI are capable of being viewed as authentic. Even though business/SM or strategic management is not present in this study, it can still be considered as an important experience for the managers of the project. In addition, the project manager can also view it as an important experience. Project managers seem to acquire skills in strategic management and leadership with experience.

Following recommendations are provided by it for complication management:

Prior approval of project by assessment of risk, reference as external audits and class forecasting

Team of project and project manager should be matched

Determination of the project’s nature must be offered; business/leadership skills, qualified and experienced team are needed

Professional recommendations and opinions must be provided

Integration must be effectively handled

Concentration should on the management of change

It is important to encourage a resilient mindset

Oversimplification must be evaded

Attention must be given to details as they can affect significant changes

And reflective thing should be promoted

        This guide serves to speak to the general and theoretical effects of complication, whereas the guide of PMI is associated more with the effect on the behavior of systems and humans.

        Both PMI (2014) and Haas (2009) suggest the importance and requirement of soft skills along with an assessment for supporting the selection process of right methods or scenarios for defining the next action to be taken (Hass, 2009; Project Management Institute, 2014).

          In a project, this study not only determines some specific enablers generating complication but it also explains how to handle complication regarding systems, methods, and soft skills. This process is available in the middle of handling complicated projects. And before the right method is chosen by the project manager and action is defined, he or she along with the project team must determine the project complication while identifying the process influenced by the complication.

        For dealing with the complication regarding systems, methods, and soft skills, Tuckman model’s stages for building a team appears to be suitable for handling the completed projects. A model was developed by Tuckman which explains group development’s stages. Following is how the five stages of group development are described him (Tuckman, 1984):

Forming – Team initiation

Storming – A competition among important ideas

Norming – Developing tools, values, behavior, methods, and rules 

 Performing – Driving energy of the group into the project by functional roles and interpersonal structure

Adjourning – Dissimulating the team with the completion of the task

        Actually, the similarity among these approaches for managing complication and forming teams is that both of them cannot be assumed nor it will be reversed in a similar or same way. The merit of the model of Tuckman is developing the team's flexibility, similar to complication management. Even when this model has been described as linear, others seem to describe it to have more cyclic nature (Bales, 1965). There is an overlapping among single stages and a staged closure cannot be defined precisely. Almost the same characteristics are prevalent for dealing with complication. 

In accordance with the Tuckman model, a complication which is rarely unpredictable is developed in a cyclic manner. 

        To summarize, present studies on dealing with complicated project concerns project handling, management styles, and individual manager. Additionally, the attention is on the assessment of complicated projects and offering different scenarios which are directly related to some specific projects. But no connection was identified to the existing standards of project management. During the literature review's course, I could not find information that simplified how complication could be generated and where it could emerge. Therefore, the review could not obtain work related to the authenticity of utilizing the present standards of PM for managing different complicated projects. In addition, a very detailed view of managing project which is complicated directly relating to this study wasn't covered in the present study. That is why studies addressing PM and complication were explored.