"Project complexity is more difficult to break down than the two previous project dimensions (Duration and Cost/Budget). A project can be straightforward, average, complex, or very complex. But what does this really mean? Some organizations define complex projects in terms of the number of functional departments that are affected, the number of pages in the business requirements, and the extensiveness of the business rules. None of these measures is precise enough to have a consistent definition."
"The commonality in describing project complexity is around the number different pieces that need to come together to get a solution. Straightforward projects have very few moving pieces, affect maybe one or two departments, and have a small set of business requirements. Complexity grows as any of these measures grow."
"Several 'proof of concept' subprojects should be levaraged to validate the direction of the project by focusing on the complex pieces and proving that they are being handled correctly."
The above is an excerpt from a book written by Sanjiv Purba and Joseph Zucchero, published by McGraw-Hill/Osborne, 2100 Powell Street, 10th Floor, Emeryville, California 94608 U.S.A. Sanjiv has over 20 years of experience managing large projects and many years engaged in rescuing ailing projects.