An ongoing question is what constitutes the characteristics of a project manager. This is the subject of many studies. The characteristics, skills, abilities and knowledge of project managers—essential factors in a project’s success—describe their level of competency. This study aims to assess the relationship between project manager competencies and project complexity in the information technology (IT) sector. In total, 21 semi-structured interviews were conducted with senior practitioners associated with complex IT projects in the private and public sectors. All transcripts were analysed through grounded theory and content analysis, with experts approving the results. Our study identified 41 competencies within project complexity, with these grouped under the following 10 dimensions: project management (PM) knowledge; management skills; interpersonal skills and attributes; professionalism; expertise; emotional skills; contextual skills; influencing skills; team working; and cognitive skills. According to this research, leadership is the core competency of a project manager, while project management knowledge is the most essential of these competency dimensions. This study’s findings can assist both academics and practitioners in simplifying the complexity of projects and helping to achieve a project’s objectives.

The tender process is an inseparable step of the contract award process in the public sector, and from the other point of view, it is one of the crucial elements of the core business of construction contractors. Reviewing previous research reveals a gap in the application of a project’s detailed features and historical data to support the bid/no-bid decision and to determine the cost and time contract mark-ups. In this study, a prescriptive project complexity-based model is proposed to support the bid decision in the tender strategy development phase of a contractor for the downstream sector of the petroleum industry in Iran. For this purpose, regression analysis of historical data is adopted to configure the model and to infer from previous actual trends by exploring relationships between the contractor’s bid decision and proposed mark-ups with the project’s inherent and surrounding complexity factors. Hence, using experts’ opinions and historical data from 139 previous contracts as training and test data, a model was developed to make a decision on a bid and mark-up problem. The results of the model validation show that the credibility of the model is 74.67% and 75.36% for time and cost, respectively, and the reliability of model outputs is approximately 90% overall in predicting the bid mark-ups in accordance with the project complexity index (PCI). The main contribution of this research to current knowledge has two aspects: utilizing the complexity concept for the tender problem in the form of a project complexity index (PCI) and considering both time and cost mark-ups (TMU–CMU) in the contractor’s bid simultaneously. In addition, the results show that the more complex the project is, the higher the bid rate is.

Information technology (IT) projects are becoming more complex due to technological advancements, increased sociopolitical demand, and competition. In recent years, the project complexity field has attracted increasing attention with diverse strategies and methods proposed to identify, evaluate, and respond to various complexities. This study aims to identify and prioritize factors contributing to complexity in IT projects by reporting two case studies conducted on large IT organizations. The literature on project complexity informed and guided this exploratory research. The data were collected through 21 semi-structured interviews and analyzed by applying open and axial coding content analysis. Underpinned by complexity theories, 19 factors contributing to the complexity of IT projects were identified, and their importance was highlighted using the Friedman test. The top five factors contributing to IT project complexity were identified as follows: the diversity of stakeholders; technological newness of the project; conflicting goals of stakeholders; variety of product sub-systems and components; and uncertainty of project objectives. This study’s findings contribute to the project management literature and inform practitioners about how to achieve more effective management of complex IT projects.

Purpose This paper aims to explore the various sociotechnical dimensions of building information modelling (BIM)-induced changes associated with stakeholder management of projects. Design/methodology/approach This paper relies on grounded theory and data collection from two case studies – one in the public sector and one in the private sector – and is underpinned by Leavitt’s (1964) sociotechnical model. Findings Findings reveal four new dimensions of stakeholder management as being affected through BIM-induced changes: commitment; transparency; learning and experience; and stakeholder satisfaction, with these extending beyond the dimensions recognised in the existing literature. Another novelty lies in bringing to light the highly context-specific nature of BIM-induced changes pertinent to stakeholder management, with the two case studies demonstrating differences in these changes. Furthermore, a theoretical model of the causal impacts of various identified dimensions is presented, in which the sequence of changes and the causal associations between the identified dimensions are conceptualised. Originality/value Through Leavitt’s (1964) Diamond lens, the procedure of change and its evolutionary procedure for various components of the sociotechnical system of stakeholder management are theorised. The tentative conceptualisations presented offer a springboard from which to further investigate the episode of change pertinent to various dimensions of stakeholder management in BIM-enabled projects.