Product and project size relate to the scale and scope of the project and the product or outcome it aims to deliver. While the concept of size in project management might seem straightforward, its relationship to complexity is subtle and diverse.
Corbett and Campbell‐Hunt (2002) propose that a project should be of a minimal size to be considered complex. However, this claim is not without controversy since there is not a single definition of what “minimal size” means or even what type of size is being considered. Size could refer to various aspects such as the number of components, project duration, budget, or the number of resources involved.
For the purpose of this book, size is primarily related to the work required to deliver the product. Shenhar and Dvir (2007) provide a valuable framework for understanding product size, ranging from giving a standard component at the simplest level to subsystems, then entire systems, and finally, to arrays or systems of systems at the most complex level.
The context of the performing organization is crucial in determining whether a project's size contributes to its complexity. As Kerzner and Belack (2010) point out, a more significant endeavor would likely be characterized as more complex for a company accustomed to managing projects up to ...
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