Complexity is often used as an explanation for capital project difficulty.
Yet it has a specific meaning: cause and effect are hard to predict in advance.
In large projects, that means technically sound decisions in one area can create unexpected problems somewhere else.
This matters most in the early stages, when budgets, schedules and delivery models are being locked in before the full picture is known. Treating uncertain situations as predictable creates fragile plans and expensive surprises later. Complexity itself is manageable. Misreading it is where the bill goes up.
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