As the world of Information Technology (IT) engineering becomes more complex every day, the formal study of project complexity becomes more and more important for managing projects effectively, to avoid poor performance and failure. Complexity is not yet clearly understood nor sufficiently defined and the terminology itself is being overloaded and over-used. This paper is a systematic literature review that attempts to identify and classify proposed definitions and measures of IT project complexity. The results include a map of the identified approaches and definitions, a list of classifications of project complexity, a set of proposed measurement tools and complexity measures available to practitioners. The paper contributes to establishing a common language when discussing complexity, as well as to a better understanding of project complexity and its implications to practical IT engineering projects.

Complexity is ubiquitous in modern engineering and project management. It is traditionally associated with failure. Also, complexity works! It delivers functionality, creativity, innovation. Complexity management contributes to the success of high-risk IT projects, helps better project understanding, allows for better prioritization and planning of resources. Managing negative complexity reduces project risk. Positive and appropriate complexity are catalysts for opportunities. This paper is a qualitative longitudinal study based on multiple industry project cases, consisting in the repeated evaluation of a set of complexity management tools. The tools were deployed in a classical process framework: plan, identify, analyze, plan responses, monitor, and control. The evaluated tools red-flag and measure complexity, analyze its sources and effects, and plan mitigation strategies. The study aims to provide project managers with methods for increasing project success rates and reducing failure in complex IT project environments.

The skills required by modern organizations and their experts to remain competitive change faster and faster in today's world. In order to foster complexity, the learning and eLearning environment of the future is agile in all aspects, starting from the technical infrastructure and the managerial approach to implementation, to the learning content and learning itself. This paper proposes an integrated holistic formal concept, the Agile Learning Environment. It presents the conceptual processes, functional architecture and technology platform for an eLearning and collaboration platform able to support it, and approaches to collaborative content creation and knowledge building. The approach starts from rigorous stakeholder management, based on the concept of Circles of Knowledge -overlapping communities of interest and expertise. The border between trainer and trainee is no longer clearly defined in modern knowledge-building environments, hence stakeholder management must be particularly agile. The complexity of today's organizations requires special complexity management methods and skills, but more than this, it also offers significant opportunities, through such characteristics associated with dynamic complexity such as emergence and innovation. The paper uses qualitative research, based on actual project cases.