There is no universally accepted definition of a complex project ( Bakhshi et al., 2016). Moreover, project management often needs to make decisions to select projects based on the available opportunities and complexities associated with the project.
In organizations, the first step to manage a project is to make a decision on whether to allocate extra resources to a project or not. Therefore, the responsibilities put on the shoulders of the decision-makers of the organizations handling the projects are huge and require them to develop special decision-making frameworks, policies and procedures for complex project selection ( Kermanshachi et al., 2020). Nevertheless, it is also required to take a proper action plan to overcome the project complexity., All such measures are important for the decision-makers to take into account while selecting the projects ( Kermanshachi et al., 2016 Bjorvatn and Wald, 2018). Specifically, it is necessary to understand the complexity level involved in the project. Moreover, apart from these aforementioned reasons, it has been identified that one primary reason for the project failure is due to the poor decision to project selection. Therefore, successful project management mainly depends on the way out to overcome these issues, which hinders the successful execution of the project. However, in real practice, it is claimed that most of the projects do not reach their objectives due to several reasons such as poor planning, poor execution, poor coordination, the unclear scope of work and conflicts between team members, ( Cui et al., 2019 Westfall, 2020). All organizations would like to run a project that finishes with the desired quality standards, within the given time limits and within the predetermined budgets ( Khadem et al., 2018). The full terms of this license may be seen at ĭue to the competitive business environment, innovative and complexity-free projects are expected for organizational success ( Mahmoud-Jouini et al., 2016 Beste et al., 2020 Wang et al., 2020). Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. This article is published under the Creative Commons Attribution (CC BY 4.0) license. Copyright © 2021, Ahm Shamsuzzoha, Sujan Piya and Mohammad Shamsuzzaman.
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