RESEARCH of CONCLUSION

In what way complication (theory) influences the execution of project management (PM)?

        The targets of researchers examine the complication theory’s influence on the treatment of appearance along with the visualization. It is the most appropriate standard of the project management and it is selected for membership criteria, norms, availability, and the use of distributions.

        The standards of the project management are analyzed worldwide, according to the objectives and the process where facts like distributed memberships and countries are available. In different phases of project management, comparison of the process along with the areas is investigated, and it must be viewed for interoperations of the subjective. In the research, this comparison is listed, and its facts are based on that comparison, which is consulted for various sections of the most PM appropriate standards. The most famous worldwide standards, like the CMMI, PMI, P2M, NCSPM, and the PMSGB are compared with the extended range. In the field of the project management, the PMI is the most useful standard according to 520,000 members who are adhering to the general ISO norms, with the ISO, and the ISO of 21500. They offer various standards in different languages like Spanish, Arabic, Chinese, French, and German which are established for longer than 40 years. It is the basis of the research, and in the interviews, it is the most vulnerable process which explained the scope, collects the requirements, managed the stakeholder, and it is the least vulnerable process in terms of complications in the field of the project management. Planning is influenced the most by complication and it is interlinked with the lifecycle of projects.

        In the projects, through the complications, the less influence is on the initial and final stage. There is the following research question which is discussed the impacts. For the recognition of the complicated situations in the field of the projects management, various processes are examined, by the WBS, mind map, and analysis of the stakeholder.

RESEARCH FIELD B

In project management, what are the complication enablers?

        The target of the research is to determine complication enablers in the field of the project management from the evaluation and literature which are used in the practice of an expert.  

        For the complication, enablers are examined first in the literature, then the literature is further skimmed for a complication, and it is also investigated for the first time by PM experts in the interview. The enablers are proved to have an effect on project management. It has actually been determined that when communication is needed, it becomes vulnerable to complication. From the interviews, the findings are investigated, which are further scrutinized by the PM in the discussion of the interviews. The enablers are confirmed by the participants.

In the literature and the interviews, there are five complications enablers which are uniformly named;

RESEARCH FIELD C

 How is complication handled by project management?

        The target of the research was all about demonstrating and evaluating the connection between sensitive processes and complication enablers in the management of the project.

        The relation among complication enablers and affected processes were studied in detail. Projects of participants and sensitive processes in the management of projects were interrelated in the analysis.

        On the basis of analysis, categorization of vulnerable processes and enablers in projects relative to the degree and size of complication in several different industrial fields was created. For the first time, such a thing was created, oriented on the individual process steps of the chosen standard of PMI. However, it is possible to seemingly project form a restricted view of PMP standard onto a wider view on international standards because processes are similar in all standards. But generalization will depend on the interpretation of manager nonetheless. Certainly, the chosen foundation for this study is present in different nations and languages but it doesn't assure the same meaning. Still, this offers an indication of how complication enablers can influence an individual process in PM. Project managers are capable of orientating themselves where they must focus on projects about difficulties and complications.

RESEARCH FIELD D

In the selected standard of PM for complication management, what is the scope for modifications?

            The target of the research was all about generating an account of techniques for complication management in the selected standard of PM and their implementation in practice.

            Before analyzing the techniques of managing complications, it is important for managers to understand which strategy should be applied by them to a project: not just control, manage, reduce, or eliminate.

        A significant rule is all about remaining flexible. Results and literature from the interview indicate that complications are managed the best by controlling or reducing complications. Therefore, advantages are gained by project managers through controlling and managing complication.

        Already indicated in the standard of PM, communication management, requirement analysis, stakeholder analysis, and WBS seem to support the management of complications. Brainstorming was suggested by participants with the application of scenario techniques and mind maps in a project’s complicated situations. Generally, moderating techniques were named by them as well for complication management.

            This target of research can be checked and confirmed. Techniques for complication management in a standard of PM are outlined from a real or practical perspective. New methods were not identified by participants that were utilized in their practice. However, it was stated by some participants that it would be helpful to have a different guide offering guidelines for complication management. Especially, it would support project managers who are inexperienced. Incorporation into the present standard of PM rejected as it is not possible to standardize complications.

            An effective complicated project doesn't only concentrate on individually or standardized methods. It was concluded by all authors that personal capabilities are the most significant for the management of complications (Hass, 2009; Project Management Institute, 2014). Interviews also partly confirmed it. However, this shouldn't be limited to the only project manager but the project team must be recognized as for improving their personal capabilities. And it can be reflected in a project team and learning organization. Five disciplines were defined by Senge that are significant requirements for improving an organization that focuses on learning: system thinking, team learning, shared vision, mental models, and personal mastery (Senge, 1997). In the management of complications, these individual disciplines can also be helpful. The members of the team have a broad mind towards new techniques and would not stop to obtain new information. They create a vision together and will follow it because it was created by all members of the team. Thus, intuition is developed by them for a broader overview and would not stop at system borders.

RESEARCH FIELD E

In the chosen standard of PM, are there further techniques to the ones already mentioned for complication management?

        The target of the study was all about creating a framework that is more manageable for complication management in the selected standard of PM through modification.

        In the original standard of PMI, complication management is satisfactorily evaluated by the interview. But modifications in the present standard were proposed by participants that involved developing a new chapter separately managing complication. The recent literature didn't confirm it. Inside the standards of PM, additional advisories might cause confusion which could complicate the standard. It has been argued as well that it is not possible to standardize complication (Hass, 2009). It has been described in the standard and not in the methodology. Interviews showed the general necessity of more support in the management of complications.

        Proposal of participants is a solution to this problem. The development of another guide on managing complications was suggested by them. The recent study by and PMI must be incorporated here since it describes theories for managing complications. But missing parts would be the identification and acknowledgment of complications and must be incorporated into the new guide. Moreover, an overall guide would only provide directions on where to concentrate and how complications should be handled. It would handle the overall process from complication recognition, complication identification, possible methods of handling, and also an assessment of checking progress