Summary of Results

        To explore the management of the complicated project, the following questions are going to be asked (the same number of questions were also asked in the last section):

In what category the size of the project is going to be considered?

According to the PMI knowledge areas and final success, how do you estimate the quality of the project?

In what way the project is going to be ranked for complication concern?

Ways of managing the complication of the project?

What are the ways of controlling the project complication?

What are the ways of reducing project complication?

What are the processes used to exploit the complication of the project?

What are the processes used to reduce the complication existing within a project?

According to frequency, all the questions were investigated using a descriptive method.

        There is normally any one type of the size of the project that includes small, medium, large and major of the project of participants. Research is the main element that includes the success of the project in each single PMI knowledge area and the overall success. It is also important to prove any relationship between the size and success of the project to determine these variables and their relation. Majority of the participants are going to use different methods of complication by reducing and controlling the complication which will provide a completely new approach of handling the complication. Questioning and ranking in accordance with the importance of the complicated project are the most and least vulnerable processes.

        In the research, there are many participants who concern their project size as medium according to their observation. After this, the largest group comes which includes small and large sizes of the project. The major project comes in the smallest group. It shows a good mix of the project but the subjective estimation of the participants shows the categorization of the project. Each participant never chose all the areas of knowledge. So the knowledge areas are considered as a less important part of the project in real. From most important to less, participants mentioned the following knowledge areas: management for procurement, management of schedule, management of risk, management of quality, management of the human resource, management of cost, management of communication, management of scope, and integration management. This is an external responsibility of the project manager regarding what results could be obtained from the specific knowledge area. For instance, a separate department performs procurement and project manager has no influence on it. When it came to the effectiveness of the project, most of the participants stated to have a great standing. Over two stated that in spite of the weak outcomes in an individual area of knowledge, the overall view is still good. With respect to the combination of different project sizes, these questions arise: Is there any link between the single knowledge area, size, or success of the project? Is it easy to manage a major project or small project in the most effective manner? The answers to these questions are; there is no relation between size and success of the project, and the overall knowledge areas have very less importance. The smaller projects are easy to handle as compared to major projects as a supposition has been refuted.

        Just as described above, most of the participants voted in handling complications by reducing and controlling. The most preferred way of controlling complications is constructivist: concerned with making sensible decisions for target definition, problem solutions, creating the necessary process of solving the problem, criteria of stable evaluation, and analysis of all alternatives. The second most preferred approach for controlling complications is the method of situational awareness. Next one is the cognitive method: which is carried out by rules of reality implication, abstraction, simplification, and consideration.

        Uncommonly enlisted approaches such steered order, evolutionary, analytic reductive, creating order, and sensitivity model wasn't considered. The direction is often changed by projects, particularly in different complicated systems where the influence can be predicted rarely. Project managers actually don't have the time to halt and establish order. They attempt to minimize the complication so that the project is influenced as minimum as possible with the use of direct methods such as the above-mentioned methods.

        Structured methods are followed by the minimization of complication. Primarily, the minimization of complication is followed with the use of a structure that involves observation, labels, and lists that help in penetrating complications relationships and making situations simpler to manage. Standardization is the second most preferred method for minimizing complication. It actually originated in the industry of automobile were the same methods, processes, and components are utilized for more than just one product. Other approaches were seldom chosen by participants such as modules, platforms, common part utilization, and shielding.

        Lastly, managers of the project must understand the processes which can be influenced the most. All the participants had to name the most sensitive processes or activities for complication in the 42 processes of PMI. The processes of close procurements and administer procurements were not chosen as capable of being influenced by complications by participants. Finally, project managers need to know which processes within a project can be most affected. An explanation about this might be that managers of projects have an individual department of purchasing which handles the process of procurement. Overall, the following are the processes which were chosen by participants:

Define scope

Stakeholder management

Collect requirements

Risk identification

Control scope

Carrying out incorporated change control

Measure duration

Estimate costs

Stakeholder identification

Team management

        Actually, those outcomes align with the top five chosen complication enablers: organizational change, work division, communication processes, stakeholders, and customer requirements. It is revealed by a strong correlation that enablers of communication appear in processes which include a number of stakeholders. In the phase of execution and planning, most influenced processes are present. It means that project managers, in these phases, must be sure that complication doesn't overwhelm projects.

        The least sensitive areas were also addressed in the interview. Participants chose from the PMI 42 processes. Participants nominated fewer processes as sensitive to complication. In the initiating phase, the project is not as sensitive as it is when planning of communication, the establishment of the team, identification of stakeholders, and project charter takes place. At the ending of the project, the same is authentic together with the overall process of management for procurement.

            At the starting of a project, nothing is old it makes the process of setting up easier and reviewing tasks is also simpler. With the initiation of the project, a rough overview is offered, which enables adaptations at the upcoming stages. A project or phase ends with the process of closing: at that point, all the relevant pieces of evidence and documents must be offered. Even though complication was marked by participants in a seldom manner, a phase of closing could become complex if a number of stakeholders must coordinate and several documents should be submitted for gaining clearance. Further studies are also significant. In the study, it was stated by project managers that they don't directly handle subcontractors and they also put it down to the processes which are least vulnerable for complication. Following are the top processes which are least vulnerable:

Creating a project charter

Stakeholder identification

Closing procurements

Communication planning

Planning procurement

The closing phase of the project

Administer procurement

Controlling costs

Acquiring a team of PM

Performance reporting