House of Project Complexity - Understanding Complexity in Large Infrastructure Projects

Complex integrity and the improved DB mode in infrastructure mega-projects: how does the improved DB mode degrade the complex integrity of infrastructure mega-projects? Evidence from the Hong Kong-Zhuhai-Macau Bridge project in China

“…Girmscheid and Brockmann (2008) propose four different types of complexity, the overall project complexity, and the task, social and cultural complexity. Lessard et al (2014) claim that complexity can be associated with the relationship between various project features and properties such as difficulty, outcome variability and nonlinearity, and (non-) governability.…”

“…Albrecht and Spang (2014) treat project complexity as an important role in determining the organization-specific ideal level of maturity and accommodating the relationship between project management maturity and project performance. Based on these views of complexity, Lessard et al (2014) propose the HoPC, a combined structural and processbased theoretical framework, for understanding project complexity. Lu et al (2015) propose the TO method of measuring project complexity with hidden and direct works by modeling the dynamic emergence process.…”

“…organization, task, process, institution, etc.) (Baccarini, 1996;Brady and Davies, 2014;Chapman, 2016;Fang and Marle, 2013;Hongyun, 2005;Kodeih and Greenwood, 2014;Lessard et al, 2014;Lu et al, 2015;Pitsis et al, 2014). There is a clear need for a brief expression of the concepts under the whole umbrella of complexity.…”

“…Complexity has been an important topic of discussion in IMPs research and practice, which lies at the core of defining what is an IMP, and to what extent such projects require a different approach (Bosch-Rekveldt et al, 2011;Imbeah and Guikema, 2009;Lessard et al, 2014). And complexity is important to understand the relationship between the owner, the contractors, the governments and various stakeholders, such as management choices, institutional context, resource allocation, and technological innovation, etc.…”

Strategic partnering in oil and gas: A capabilities perspective

“…They are best observed through detailed examination of the processes of capability identification, Integrative dynamic capabilities (at the ecosystem level) 5 Garcia documents several such instances as oil and gas companies diversified into geothermal energy production [47]. 6 Lessard and Miller [48] describe this shaping role in the case of major projects. development, and application within firms.…”