Hai,

Could anybody help me to understand the Delay Analysis and the Time Impact Analysis methodology with example.

thanks & expecting your advise,

Gliance

The nature, extent and degree of project management can often be determined by the project’s "buildability"...in other words, how simple or complex is it to turn hundreds of pages of documentation, specifications and drawings into a definitive three dimensional structure...?

I never fail to appreciate the ability of humans to be able to convert hard-copy paper or electronic data or even the engineer’s and architect’s indeterminate concepts into some of the world’s most incredible buildings and structures!!
Stuart
www.rosmartin.com

Hmmmm,

The complexity does, and does not, affect how the project is managed. As one reply says, if it is all in one discipline then that’s a lot easier.

Complexity is a Systems Engineering issue. If the project is complex, how big is your WBS?, then you need tools from the Systems Engineering field.

However, these things run along a continuous spectrum and you’ll only notice the difference when you make large changes in complexity. Check out some work by Shenar and Dvir.

Hope this helps.

I would also say it depends on how much control and visibility the project Sponsor wants / needs. Some don’t mind a very loosely managed project and some almost impose micro-management on the poor PM.

Additionally, a technically complex project may be technically complex but in a single discipline. So one, dedicated and skilled engineer could do it all, start to finish.

Once you introduce more disciplines, more designers, more contractors and different layers of customer (all with conflicting wants and needs), that is where management is necessary. It may not be technically complex, but the project environment is.