June PM Mixer: Managing Complex Projects

lorenaflorian0
Jun 20
6 min read

Complexity is not an outlier in project management but the norm. Every project, regardless of its size, industry, or objective, carries an inherent degree of complexity. This complexity stems from a web of interconnected elements: diverse stakeholders with competing interests, shifting requirements, constrained resources, and the unpredictable nature of risk.

Complexity refers to the presence of multiple interrelated parts that interact in ways that are often difficult to predict or control. In the context of projects, this can manifest through various dimensions such as team size, project duration, flexibility in scope and budget, and the stability of requirements. These factors combine to create environments that are dynamic, uncertain, and often ambiguous.

PMLogic’s PM Mixer - June Edition invited four panellists to speak on their experience working on complex projects in dynamic industries and volatile environments; Tim Collins (Coach, Consultant and Strategist), Adele Eagleton (Infrastructure and Property Executive), Melanie Becker (PPM Uplift for Department of Education AI Strategy and Implementation), Suhair Alkilani (Senior Lecturer for Construction Management at UTS), facilitated by James Bawtree (PMLogic’s Founder and CEO).

Purpose-Driven Flexibility

In the delivery of complex, long-term projects, often spanning a decade or more, it is essential to regularly reassess progress against the original business case. As outcomes inevitably diverge due to evolving external conditions, success depends not on rigid adherence to initial plans, but on the ability to adapt with purpose. Establishing from the outset that change is a natural and expected part of the process reframes flexibility not as a compromise, but as a strategic imperative. In rapidly evolving sectors such as transport and infrastructure, embedding adaptability into both the business case and system design is critical to maintaining alignment with overarching strategic objectives.

A compelling case study was shared by Tim Collins that underscored the realities of delivering large-scale infrastructure in dynamic environments. One of the most transformative shifts involved transitioning from a conventional double-decker rail model to an automated, single-deck metro system. This pivot was not reactive but informed by a structured process of industry engagement and market consultation, which surfaced innovative alternatives and validated the revised approach. The team’s willingness to explore “what if” scenarios enabled them to proactively adapt and enhance long-term service outcomes.

Stakeholder engagement was another cornerstone of success. The project team maintained focused collaboration with local communities, industry bodies, and rail associations, ensuring that evolving solutions continued to deliver public value and met broader service expectations.

Throughout the lifecycle, the team remained anchored to the project’s core purpose—to deliver a high-quality rail service capable of future extension into the CBD and operational readiness by 2019. Even as the delivery model changed, the clarity of intended outcomes and benefits provided a stable reference point. The business case was formally updated to reflect these changes, ensuring transparency and continued alignment with strategic objectives.

This case exemplifies a broader truth in complex project management: success is not defined by rigid adherence to initial plans, but by the ability to adapt intelligently while remaining purpose-driven. In an era of accelerating change, this mindset is not just advantageous—it is imperative.

Speaking the Same Language

One of the most persistent challenges in complex project environments is ensuring transparent and effective communication across multidisciplinary teams, especially when those teams span diverse disciplines, cultures, and organisational contexts. Fragmented knowledge and competing priorities can easily derail alignment if not proactively managed.

A key insight shared during the panel was the importance of explicit documentation and structured dialogue. In high-stakes, multi-stakeholder environments, it is not enough to assume shared understanding. Teams must actively ask: ‘Are we on the same page?’, ‘Are we in agreement?’. This is where the foundational tools of project management, such as meeting minutes, structured reviews, and feedback loops, play a critical role in maintaining alignment and surfacing misinterpretations early.

The panel also highlighted the incremental compounding effect of poor communication. When meaning is lost or distorted from one interaction to the next, misunderstandings can cascade, leading to misaligned execution and eroded trust. To mitigate this, teams must invest in creating a shared language. For example, terms like “program” or “portfolio” can carry vastly different meanings across organisations. Establishing a project-specific glossary or dictionary ensures that all stakeholders interpret key concepts consistently.

Interestingly, the panel noted that project environments can actually offer a unique advantage: they provide a natural opportunity to articulate objectives clearly at the beginning. When teams are brought together with a common purpose such as “we are all here to build that”, there is a window to establish clarity and cohesion before complexity sets in.

Ultimately, effective communication in complex projects is not incidental but engineered. It requires deliberate structures, shared language, and a culture of continuous alignment to ensure that diverse teams can move forward with clarity and confidence.

Sustaining Motivation and Preventing Burnout

“We’re marathon runners not sprinters” - Adele Eagleton

Maintaining team motivation and wellbeing over the course of long, high-stakes projects requires deliberate, sustained effort. One of the most effective practices is to plan for and celebrate progressive milestones. Recognition doesn’t happen by chance; it must be intentionally embedded into the project rhythm to reinforce momentum and morale.

Equally important is the intentional design of the organisation and scope of work. Projects often become bloated with activities that do not directly contribute to the desired outcomes. An activity can be applying radical prioritisation so teams an focus on what truly matters, starting from zero and asking, “What is the one thing we must do?”. This approach, which proved invaluable during the COVID-19 response, helps reduce unnecessary workload and supports sustainable delivery.

“Think about the way you respond to people when they’re tired and sick, or their kids or parents are sick.” - Melanie Becker

Another critical factor is creating a psychologically safe environment. Team members must feel empowered to speak up when they are overwhelmed or fatigued. This is especially vital in industries like construction, where cultural norms around long hours can disproportionately impact junior staff. Leaders play a pivotal role in not only setting expectations around work-life balance but also in modelling empathy. How leaders respond when someone is unwell, caring for family, or simply exhausted sends a powerful message about the team’s values.

Finally, it’s important to recognise the natural tipping points in long programs. From James’ experience it is around the 18-month mark, teams become disenfranchised without a clear purpose. Motivation is not a one-time effort, it is a leadership responsibility that must be nurtured throughout the project lifecycle.

“People see behaviours, not intent.” - James Bawtree

Strategic AI Adoption

As complex projects grow in scale and sophistication, integrating artificial intelligence (AI) safely and ethically has become both a challenge and an opportunity. AI offers immense potential acting as the ultimate process engineer to streamline repetitive tasks and improve productivity.

One of the most effective ways to introduce AI is through focusing on automating the top processes that impact customers or consume the most time. Start small by eliminating administrative burden so teams can concentrate on meaningful, high-impact work. This approach not only boosts efficiency but also preserves human oversight where it matters most.

Education and awareness are equally critical. Leaders must invest in their own understanding of AI, engage in open conversations with their teams, and foster a culture of psychological safety. Melanie Becker recommended doing Coursera’s free training on AI.

Finally, it’s important to remember that AI is not a substitute for human judgment. Emotional intelligence, empathy, and the ability to communicate with nuance remain essential skills in project environments. As technology evolves, so must our leadership, balancing innovation with integrity, and complexity with clarity.

The Heart of Communication

“Complex projects involve people and people are complex” - Tim Collins

As projects grow in scale, ambiguity, and stakeholder diversity, the skill set required of project managers expands beyond planning and execution and now demands emotional intelligence and advanced communication capability.

One of these critical skills is the ability to listen for understanding, rather than simply waiting for a turn to speak. This shift in mindset fosters deeper engagement, builds trust, and uncovers insights that might otherwise be missed. In high-stakes environments, where clarity is often elusive, this kind of listening becomes an asset.

Equally important is the ability to tailor communication to the audience. It’s not enough to understand the message yourself; you must ensure others understand it too. This means adapting language, tone, and delivery to suit different stakeholders, whether you're speaking to engineers, executives, or community members.

Project managers are encouraged to reflect on how they communicate, not just what they communicate. In an environment where complexity is increasing and the skill set required feels infinite, communication remains a foundational capability that enables all others. Investing in it is not optional; it’s essential.

Final Thoughts

Successfully navigating a complex project landscape requires more than just technical expertise. It demands adaptive thinking, collaborative leadership, and the strategic use of tools and frameworks designed to manage uncertainty. A project manager’s ability to respond to change, balance competing priorities, and deliver value in evolving conditions is critical in today’s fast-paced project environments.

Want to continue the conversation on managing complexity in projects? We help organisations navigate uncertainty with clarity and purpose. Whether you're leading a multi-year infrastructure initiative or building capabilities in your team, we’d love to connect and support your journey.