Exploring project complexity relations to scope changes in construction projects: a case study of NEC projects in South Africa.

Abstract

Construction projects are of very complex nature, and subject to circumstances of high uncertainties and risks due to the interdependences of activities and processes in the project performance. As a result of the dynamic complexities inherited in construction projects, changes in the scope of work are inevitable. Of particular concern is that, when scope changes are introduced in a project, contractors follow a systematic procedure in managing the changes, but with poor planning and implementation thereof because the project complexities that underpin the scope changes are not fully understood. Therefore, despite that complexity is an inherent and defining feature of construction projects, studies in the literature have failed to grasp and present the dynamics of project complexity which underlie the scope changes in the delivery of construction project. The TEO (Technical Organizational Environmental) framework was adopted and applied on a multiple-case study research design in order to explore and denote project complexity relations to scope changes in construction projects. Through a content analysis procedure, six key elements of project complexities that relate to scope changes in the construction projects has emerged. Understanding these complexity elements could enable the project management team to apply a frontend planning approach in the initiation phase of the projects in order to better manage scope changes in the execution phase of the project, and eventually to improve the project performance.