RECOMMENDATIONS AND MANAGERIAL IMPLICATIONS

        In projects, the complication is still a problem and over sixty percent of participants exclaimed that they handle complications in their projects. Actually, in a contraction to reviewed studies, different complicated projects of the project managers who are certified are successful. Most certified managers select the right management: reduce or control complications. How can this be done? The current standard of PMI vas chosen to be sufficient for complication management, even in the absence of explicit advice for management. An outcome of the study was that it is not possible to standardize complications. In fact, this might be the reason why when it comes to complication management, standards don't have incorporated chapters. However, this specific topic is studied by new studies. Here, managers have supported a detailed guide in managing complications.

          This study actually attempts to clear this confusion and offer a new proposal. A model is followed by the approach created by Tuckman in 1965 that gave developmental sequences in different but small groups. It is recognized for a team’s integrative setup which successfully carried out a project. This synonym must be implemented for handling complications. Managers of projects must find themselves in this model and keep the track of 5 phases. The issue of complication management can be resolved with the use of the technique of Tuckman for creating a team. Project management shall be supported better by this structure in the implementation of the new guidelines as it depends on a model based on the present literature about project management. In 5 phases, developmental sequences are arranged in small groups (Tuckman & Jensen, 1977): adjourning, performing, norming, storming, and forming. These phases might be the base for developing a guide in effectively managing complications, assessment for checking progress, managing techniques, and complication identification, and complication recognition.

Recommendations

        An outcome of the study was that it is not possible to standardize complications. This specific topic is studied by new studies. Here, managers have supported a detailed guide in managing complications. This synonym must be implemented for handling complications. Managers of projects must find themselves in this model and keep the track of 5 phases. These phases might be the base for developing a guide in effectively managing complications, assessment for checking progress, managing techniques. This serves to determine the limitations of both task and interpersonal behaviours. The phase of forming is just where the members of the team have the first contract and uncertainty often characterizes it. A manager can carry it out by discussing with the team. These behaviours actually act a resistance to the influence of group and the requirements of tasks might be classified as storming”. The team’s performance may not have begun yet as the team is undergoing orientation. The established connection from this study shall be supporting managers in identifying the indicators for complications in their projects. First, managers analyse their projects using their own project range's internal categorization.  It has been recommended that the mangers must be introduced new tools and techniques for the resolving the complications of the projects managements.  The part of agile management must be the important area of the project management and all of the decision must be taken according to the complete analysis of the complications. For the high level project decision must be according to the views of panel.