Identifying the most critical project complexity factors using Delphi method: the Iranian construction industry

Abstract

Complexity is one of the most important issues influencing success of any construction project and there are literally different studies devoted to detect important factors increasing complexity of projects. During the past few years, there have been growing interests in developing mass construction projects in Iran. The proposed study of this paper uses Delphi technique to find out about important factors as barriers of construction projects in Iran. The results show that among 47 project complexity factors, 19 factors are more important than others are. The study groups different factors into seven categories including environmental, organizational, objectives, tasks, stakeholders, technological, information systems and determines the relative importance of each. In each group, many other sub group activities are determined and they are carefully investigated. The study provides some detailed suggestions on each category to reduce the complexity of construction project.

Stakeholder Management in Complex Project: Review of Contemporary Literature.

“…The theory and application of complexity is a significant topic across diverse fields, such as philosophy, mathematics (Bountis et al, 2016), biology, physics, chemistry (Margineanu, 2013;Sherrington, 2010;Whitesides and Ismagilov, 1999), computer science (Eberhard, 2015), technology, engineering (Jamshidi, 2012) and project management (Bosch-Rekveldt et al, 2011;del Puerto et al, 2013;Mozaffari et al, 2012). CPs have received much attention from researchers and project managers because of an increase in the number of CPs worldwide in different fields (Floricel et al, 2016), as well as CP failure because of their complexity (Vidal et al, 2011).…”

Complexity Factors In Mega Projects: A Literature Review

“…Many external stakeholders participate in mega projects, including but not limited to investors, contractors, governments and suppliers, which will cause social conflicts as a cause of complexity to be occurred. https://doi.org/10.15405/epms.2019.12.6 Corresponding Author: Mohammad Mohseni Selection and peer-review under & Hertogh, 2018;Callegari, Szklo, & Schaeffer, 2018;Dao et al, 2016;Eriksson et al, 2017;Forozandeh, Ebrahim, & Makui, 2018;Hartono, 2018;He, Luo, Hu, & Chan, 2015;Hu et al, 2015;Abdou et al, 2016;Kuhn, Schaefer, & Otten, 2018;Lessard, Sakhrani, & Miller, 2014;Makui, Zadeh, Bagherpour, & Jabbarzadeh, 2018;Maylor & Turner, 2017;Mikkelsen, 2018;Mirza & Ehsan, 2017;Mok, Shen, & Yang, 2015;Mozaffari, Fazli, & Sedaghat-Seresht, 2012;Nguyen et al, Ambiguity in the domain the dynamics of work activities 5 (Bakhshi et al, 2016;Bjorvatn & Wald 2018;Bosch-Rekveldt et al, 2018;Callegari et al, 2018;Dao et al 2016;Eriksson et al 2017;Forozandeh et al, 2018;Habibi, Barzinpour, & Sadjadi, 2018;Hartono 2018;He et al, 2015;Invernizzi, Locatelli, Gronqvis, & Brookes, 2019;Abdou et al, 2016;Kuhn et al, 2018;Lehtinen, Peltokorpi, & Artto, 2019;…”

“…Number of specializations involved in the project, 4 (Bjorvatn & Wald 2018;Bosch-Rekveldt et al, 2018;Callegari et al, 2018;Dao et al, 2016;Eriksson et al, 2017;Forozandeh et al, 2018;Habibi et al, 2018;Hartono, 2018;He et al, 2015;Hu et al, 2015;Abdou et al, 2016;Kuhn et al, 2018;Lessard et al, 2014;Li et al, 2018;Makui et al, 2018;Maylor & Turner, 2017;Mirza & Ehsan, 2017;Mok et al, 2015;Mozaffari et al, 2012;Nachbagauer & Schirl-Boeck, 2019;Nguyen et al, 2015;Qazi et https://doi.org/10.15405/epms.2019.12.6 Corresponding Author: Mohammad Mohseni Selection and peer-review under 14 al., 2016;Qiu et al, 2019;Rolstadås & Schiefloe 2017;Senescu et al, 2013;Shahhossein et al, 2017;Sheffield et al, 2012;Shi et al 2018;Silva, Akchurin, & Bebbington, 2018;Sridarran et al, 2017;Turner & Xue, 2018;Zhu & Mostafavi, 2017) Common vision of the project team, 3…”