01555092

Component

To meet the growing demand of the nation’s infrastructure, transportation projects are becoming more complex. Complex projects involve an unusual degree of uncertainty and instability. Decisions must be made in an environment where the project team does not have direct control over many of the critical factors. This paper discusses a five-dimensional project management model (5DPM) and the use of complexity maps as tools to identify and manage the sources of complexity. This paper also details how complexity was managed in four projects valued between $8.0 million and $50 million that were not classified as Federal Highway (FHWA) Major Projects and demonstrates how an agency can determine if a seemingly routine small project is indeed complex. Based on the results of the case study analysis, it can be concluded that both small and large projects benefit from 5DPM and the use of complexity mapping to identify sources of complexity and develop action plans that allow them to address the sources of complexity proactively. The complexity maps also indicate that in small projects, context is the dimension in which the most complexity is observed.

This paper was sponsored by TRB committee AFH10 Construction Management.

01550057

15-1829

English

11p

2015

Transportation Research Board 94th Annual Meeting

Digital/other

Figures; References; Tables

Case studies; Complex systems; Project management; Road construction

Administration and Management; Construction; Highways; I10: Economics and Administration; I52: Construction of Pavements and Surfacings

Transportation Research Board Annual Meeting 2015 Paper #15-1829

PRP, TRIS, TRB, ATRI

Dec 30 2014 12:39PM