Every project has a certain level of complexity in it. When we say a project is simple, we actually mean that its degree of complexity is very less or can be considered as negligible, but nevertheless, it does exist even if in a minute magnitude. Project management methods deal with project complexities depending upon how flexible they are, and what kind of provisions they offer to deal with them. Tradition management methods such as Waterfall are often rigid owing to their staged working processes, which are also often irreversible. Using pre-1990 era methods, one can try to address the complexity in a project to a lesser or greater degree of success, but typically such management methods do not make it possible to reduce or minify the actual level of difficulty in executing the project and neither its complexity. This is not necessarily true in the case of Agile. With Agile you can actually try to control the level of complexity in a project provided you have the correct level of experience in implementing Agile principles and techniques.
What is “Complexity” in a project?
Broadly speaking the term “complexity” can be best understood as difficult or complicated conditions arising due to the availability of multiple options, or options which make you simultaneously focus upon different directions at a given time, and which result in a multidimensional scenario that is hard to understand and resolve. Complexities can be of different types in a project. Business level complexities arise due to uncertain market conditions, technological advancements, and other such factors which affect the business logic contained in the project. The project level complexities can be of two types of project complexity and requirements complexity.
Project related complexity can be different of different types of organizations. Several factors contribute to it, however, the most important ones are uniqueness, limiting factors, and uncertainty.
Every project is unique and has its own attributes and requirements. As the project commences it gains maturity over time and benefits through the learning process. This is most significant when the organization is running a project which is the first of its kind, or if it has no prior experience in dealing with projects.
- Limiting factors
Projects are subjected to certain factors which can affect its execution or commencement such as budget constraints, the technical know-how of the team, working schedule, and at times even cultural differences.
Uncertainty in a project can be due to external or internal factors. External factors may include government-imposed rules and regulations, uncertain market changes, and the fluctuating economic climate. Internal factors may comprise of the levels of management’s participation in the project, constantly changing company policies, stakeholder’s involvement in the project, etc. All these factors affect the scope of the project.
It is a known fact that a project’s complexity affects its success. The manner in which a business anticipates fully understands, and addresses the complexity determines whether a project is going to be successful or not.
Can Agile reduce complexity?
In traditional project management methods, the complexity in a project is often managed by investing a certain amount of time in the analysis phase with the sole objective of analyzing the levels of complexity and making plans to deal with it. It is based upon the assumption that the time invested in the analysis activity will help to reduce complexity and increase the chances of developing a successful project by using various methods and processes. The investment in time should be considered worthwhile since the analysis can help management to make informed decisions.
Unlike traditional project management methods, in Agile there are no special stages to deal with project complexity. The product owner who is responsible and who oversees the entire project tries to address the complexity levels based upon his or her experience in the subject, in addition to what the team can contribute in terms of efforts and suggestion to deal with complexity. However, there is a big plus point in how the Agile process works and how the inherent product incremental model makes it possible to reduce project complexity to a great level.
In Agile you don’t work with the entire project at any given time rather you select a few important features and develop them in short bursts of activity known as sprints. The time spent in developing the features varies from team to team depending upon the team’s level of maturity and its hold over the technology used for developing the project. A project may appear to be complex when its overall complexity is considered, but in Agile since you don’t have to deal with the entire project during the sprints, the levels of complexity can be easily addressed to by estimating the levels of difficulty in the features and developing them individually. That way you only encounter a fraction of the actual complexity, which can be easily tackled by the team.