Uncertainty AND Complexity In Project Planning Process Essay

Decision-making and planning are one of the important issues in an organization. It is worth noting that decision making in the uncertain environment is matters that are faced by organizations in a real world. Uncertain and complex environment have tremendous impacts on the process of project planning. Project planning process is one of the activities that takes place during project management. The planning process in an uncertain environment is one of the critical issues. The situation puts the management team in a position with little information, especially on the external environment (Vidal, Marle & Bocquet 2011). In addition, planning for the future is one of the impacts of the uncertain environment during the project planning process. It is difficult to plan for the future in an uncertain environment. Realization of goals and objectives during project planning is at risk due to the uncertain environment. In most cases, a successful project planning process are based on unique needs of the organization, but in uncertain environment it is complex to customers the project plan to fit the focus of the organization (Jepsen & Eskerod 2009). Uncertainty is a threat to the project performances, and it is likely to cause negative effects. Uncertainty is project planning process leads to uncertainty in various areas. These areas include variability associated with estimates, estimation basis, logistics and design, priorities and objectives, as well as fundamental relationships between various parties in the project (Ward & Chapman 2003).
Project complexity refers to a component of a project that makes it hard to comprehend, keep control and foresee the overall behavior of a project despite the availability of information. There are various key principles that are relevant in addressing complexity in project planning process. One of the principles included a proper definition of complexity as a platform of comprehending the several components of complexity (Bosch-Rekveldt et al. 2011). Complexity can also be addressed by building various environmental aspects that influence project complexity. Gathering information on various elements and components of complexity is a principle that addresses complexity. Confronting the complexity aspects create avenues of addressing complexity issue in the project.
In the workplace, there are various situations that uncertainty and complexity arise. One of the situations that uncertainty arise is when there is no specific and clear information on what is required in the organization (Jepsen & Eskerod 2009). In addition, there are occasions whereby those informed in a specific project in the workplace lack the experience to undertake the project processes. There are several occasions that those handling the process can not comprehend the issues related to project estimates. Such situation has led to uncertainty and complexity in the workplace. In addition, there are situations were by the project process is going on well, but an occurrence of an event that was not planned tend to affect the activity. For example, the human resource personnel in charge of the project may have some medical problems, which hinder the entire project.
The stakeholders and shareholders in some occasions may change their priorities concerning a project that employees are undertaking. In some occasions within the workplace, such situations arise making putting the entire project process at risk. As part of the project team in the workplace, there are occasions that we fail to identify various estimates leading to complexity and uncertainty. In occasions where the project is outside the workplace, the affected community members have tried to mobilize themselves against the organization projects (Giezen 2012). Uncertainty and complexity arise in such situations.

Reference List

Bosch-Rekveldt, M, Jongkind, Y, Mooi, H, Bakker, H, & Verbraeck, A 2011, 'Grasping project complexity in large engineering projects: The TOE (Technical, Organizational and Environmental) framework', International Journal Of Project Management, 29, 6, pp. 728-739, Business Source Premier, EBSCOhost, viewed 23 April 2015.
Giezen, M 2012, 'Keeping it simple? A case study into the advantages and disadvantages of reducing complexity in mega project planning', International Journal Of Project Management, 30, 7, pp. 781-790, Business Source Premier, EBSCOhost, viewed 23 April 2015.
Jepsen, A, & Eskerod, P 2009, 'Stakeholder analysis in projects: Challenges in using current guidelines in the real world', International Journal Of Project Management, 27, 4, pp. 335-343, Business Source Premier, EBSCOhost, viewed 23 April 2015.
Vidal, L, Marle, F, & Bocquet, J 2011, 'Measuring project complexity using the Analytic Hierarchy Process', International Journal Of Project Management, 29, 6, pp. 718-727, Business Source Premier, EBSCOhost, viewed 23 April 2015.
Ward, S, & Chapman, C 2003, 'Transforming project risk management into project uncertainty management', International Journal Of Project Management, 21, 2, p. 97, Business Source Premier, EBSCOhost, viewed 23 April 2015.