CATEGORIZATION OF COMPLICATED PROJECTS

        The main focus of this research study was to produce an accurate link regarding every field of industry with the purpose of identification of typical complication enablers and vulnerable process in the project management. Exact evaluation indicates the absence of monetary values. Partly unrealistic and different project budget declarations are the key reasons.     

        Level of complication and categorization are estimated by the project management experts. Somehow, the experience is different for project managers and comparative analysis between each field of industry and each project is not possible. Enablers of complication and vulnerable processes have no link with each other. 

        According to the participants, such links can work as indicators but suggest that recognition is not easy for such links. Moreover, they added that the best way is to ensure enablers and vulnerable processes listed the first time after identification. 

        A statement made by research participant is that: project complication depends upon experience and attitude of project team and manager. The first attempt on a project seems complicated to the project managers and team. Somehow, later complication goes towards decrease as a result of experience.  

        Methods and specific tools for handling complication are suggested by 7 participants.  While recommendations were rejected by the other participants.  Considering the specification of the situations the real managing and handling of complications in the project was not expected in this research study. Offered methods and tools can be a methodology book in the form of project management standards (Project Management Institute, 2014).   

        Matrix categorization is not possible in projects. Complication level and project size highly depend upon users interpretation. It also dependents upon the field of industry and project budget. The indication can be given by the simplified matrices.

        Desirable research participants are greater in number. Moreover, project categorization is possible. Project perspective could have been broadened by not only focusing on Saudi Arabia but also on a specific standard. Considering the limitation of time and topic research, we did not intestinally follow it. The thesis, first time, places relation of enablers, size, processes, and level of complication.

        Literature does not consist of a similar approach as it only covers basics for complication handling model. Haas (2009) elaborated on the handling complication including right management style, right project manager, and right project management cycle. Literature not only mentioned vulnerable processes for complication and enablers of complication. A book from PMI entitled as “Navigating Complication” presents no relation between PMBoK and project management process are presented (Project Management Institute, 2014). PMI delivers a basic level outcome concerning with the reduction of project complications. Assessment does not provide results providing support to the categorization as it presents how opinion and reflection of users influence project complication.