Introduction and summary of outcomes
The project management assignment has dealt with the effective identification of the respective analysis for the comprehensive project management study. The portfolio comprehends the learning and qualification of the students on handling the raised issues through their comprehension with respect to the investigation materials. In this investigation, the whole learning results of the students would be displayed in a solidified portfolio structure. Learning results of ten weeks would be depicted through this examination. It tends to be introduced to the group of spectators in a portfolio structure. The accompanying segment would feature the all over synopsis of consistently learning result. It has been seen that a project manager is required to note down each result of the students and give it the type of a structure.

Learning outcomes
LO1
Summary: The connection of the system thinking mentioned in this project management assignment with the program manager and the portfolio manager was additionally the learning result of this current week. It incorporated the change of SEBoK for having an unmistakable prospect in regards to the point (Al-Mamary, Shamsuddin and Aziati, (2013). Learning result of the week 1 was the comprehension of project management's system thinking to the students. For picking up the learning result, the utilized investigation materials were the prologue to SEBoK. 'SEBoK clients and client' was likewise a piece of this current week. 'Parts 2.1; 2.6 - 2.8; 2.21' of Kerzner's book of SEBoK were pursued to give better prospect and information with respect to the subject (Kerzner, 2013). Project management's learning territory and the hugeness of system designing were likewise incorporated the examination material of the principal week. A contextual analysis of 'Boss Counsel's report) has likewise been proposed in this week as an investigation material which would clear the disarrays of the students if there should arise an occurrence of any question.

Evidence
“‘Kerzner (2013) Chapters 2.1; 2.6 - 2.8; 2.21;’ ‘AS/NZS 15288:2015 Introduction; ‘AS ISO 21504:2016 Project, programme and portfolio management—Guidance on portfolio management;’ Moodle website”

LO2
Summary: For accomplishing the learning result, the students were solicited to modify the examination materials from the most recent week. Learning result of week 2 mentioned in this Project management assignment included various types of instruments alongside strategies of the system thinking in project management as far as tackling many brought issues up in the proposed project. 'Sections 2.1; 2.6 - 2.8; 2.21' of Kerzner's book of SEBoK were pursued to give better prospect and learning with respect to the point (Kerzner, 2013). What's more, they were approached to pick up learning on management system in regards to portfolio, program and project management for having a superior comprehension with respect to the point. Project management's learning region and the centrality of system designing were additionally incorporated the investigation material of the subsequent week.

Evidence
“Kerzner (2013) ‘Chapters 2.1; 2.6 - 2.8; 2.21’; ‘AS/NZS 15288:2015 Introduction; ’AS ISO 21504:2016 Project, programme and portfolio management—Guidance on portfolio management; ’Chief Counsel Report - Chapter 5 (PDF 700KB)’Moodle website”

LO3
Summary: The essentialness of system designing has additionally been depicted as per project cases that are intended to be unravelled. Learning result of week 3 incorporated the connection of the system designing and its effects on the project management. At that point the students were solicited to peruse the section 2 from SEBoK which incorporated the system building's establishments. The investigation materials of this current week initially incorporated the modification of the earlier weeks. Section 6 was incorporated into this week which comprised of the orders with respect to the system thinking. The learning zone included basics of system designing, system science, systems thinking and how the systems can be spoken to with model (Al-Mamary, Shamsuddin and Aziati, (2013). The learning region of section 6 included system designing alongside mechanical building and strength designing. The Chapters 2.1; 2.6 - 2.8; 2.21' of Kerzner's book of SEBoK were pursued to give better prospect and learning in regards to the subject (Kerzner, 2013). A contextual analysis on project management has been assessed in this week for understanding the absence of shared data that has been imperiled the 'ESA Cassini/strategic Huyzen to Saturn or Nasa'. Alongside that, section 7 which comprised of the usage of system thinking in the project through the system designing, was additionally incorporated into the investigation materials of this current week.

Evidence
“Kerzner (2013) Chapters 15.16- 15.23; 23.5-23.6; AS/NZS 15288:2015 Chapter 6.3-6.4; Raymond L., & Bergeron F., (2008) & Project Management Information systems: An empirical study of their impact on project managers and project success

AS ISO 21504:2016 SWEBOK V3 Guide. Web Sites SAP, Oracle Primavera, IBM Maximo & BPM Microsoft Project.”

LO4

Summary: The students participated in this Project management assignment were first proposed to have an update of the learning results of the earlier weeks. Learning result of week 4 incorporated a concise comprehension on how the manager of a project can have the option to sort out an ideal project with the arrangement of the ideas alongside techniques of system designing. Other than that, section 5 was incorporated into the examination material that comprised the enablement of the system building. At that point section 2 of SEBoK was perused out in the class which incorporated the parts of establishments that is adjusted to system designing. The article of Al-Mamary Y.H., Shamsuddin An, and Aziati N., (2013) likewise helped the students to pick up learning (Al-Mamary, Shamsuddin and Aziati, (2013). 'Sections 1.21; 2.16-2.18; 17.18' of Kerzner's book was additionally incorporated into the investigation material (Kerzner, 2013).

Evidence
“Kerzner (2013) Chapters 15.16- 15.23; 23.5-23.6; AS/NZS 15288:2015 Chapter 6.3-6.4; Raymond L., & Bergeron F., (2008) & Project Management Information systems: An empirical study of their impact on project managers and project success

AS ISO 21504:2016 SWEBOK V3 Guide. Web Sites SAP, Oracle Primavera, IBM Maximo & BPM Microsoft Project.”

LO5
Summary:  The learning zone of system building and system management mentioned in this Project management assignment has been featured as an examination material in this week lined up with SEBoK and its whole life cycle process. Programming designing and its angles additionally have been examined. 'Sections 15.16- 15.23; 23.5-23.6;' of Kerzner's book has been examined in this week as an investigation material. Learning result of week 5 incorporated the essentialness and vitality of choosing the suitable and significant application systems of project management lined up with the acknowledgment of the proposed project. Raymond and Bergeron's project management book likewise has been considered as the examination material of the week. Alongside that, 'AS/NZS 15288:2015 Chapter 6.3-6.4;' has additionally been read in the class for building up the comprehension. Sites, for example, 'SAP, Microsoft project, Oracle Primavera and IBM Maximo and BPM' have been visited to gather bona fide data with respect to the subject (Al-Mamary, Shamsuddin and Aziati, (2013). The models on the existence cycles of the information zone of system building and system designing have likewise been examined in this week alongside its ideas and 'definitions'.

Evidence
“Kerzner (2013) Chapters 15.16- 15.23; 23.5-23.6; AS/NZS 15288:2015 Chapter 6.3-6.4; Raymond L., & Bergeron F., (2008) & Project Management Information systems: An empirical study of their impact on project managers and project success

AS ISO 21504:2016 SWEBOK V3 Guide. Web Sites SAP, Oracle Primavera, IBM Maximo & BPM Microsoft Project.”

LO6
Summary: Part 23 of Kerzner's book has helped the students to comprehend the criticalness of system designing and its perspectives on genuine models. The students were solicited to re-examine the taking in results from the earlier week. Learning result of week 6 incorporated the worry in regards to the dialog on how the information management alongside basic leadership procedure are being influenced through the solid contribution of the chose application systems of project management. Organization of system alongside the use of system has been clarified to the students. 'System designing management' was additionally an indispensable piece of the current week's investigation material. Alongside that, the guidelines of 'systems building' was assessed in the class for giving a superior thought with respect to the examination material to the students. The learning zone of this current week additionally included 'item management and administration life management'. System acknowledgment has been considered as an information region of the investigation materials of this current week.

Evidence
“‘AS/NZS 15288:2015 Annex E’‘AS ISO 21504:2016’ Web Sites ‘YouTube: What is Portfolio Management vs. Project Management?’”

LO7
Summary: Section 4 of SEBoK has been perused out this week which incorporated the viewpoints and uses of the system designing. The favorable circumstances just as the weaknesses of these application systems as per every territory of project management lined up with the internal correlation would be the learning result of the seventh week. Learning result of week 7 discussed in this project management assignment incorporated the way that over a project and its life cycle, a few electronic alongside manual application systems of project management have been utilized.

Evidence
“‘SEBoK Part 4: Applications of Systems Engineering; ’AS/NZS 15288:2015 Annex F & G’‘AS ISO 21504:2016 BP News Wrap-up’”

LO8
Summary: Other than that, part 7 was likewise talked about with respect to the comprehension of portfolio management. PMI's book was perused out in class for giving an unmistakable origination with respect to 'program management standard' which was in the eighth part of the third release. Learning result of week 8 included how the project managers can be qualified for checking the presentation of the project and orchestrate the necessary changes in the project as per the application systems of project management.

Evidence
‘PMI (2013) The Standard for Program Management -- Third Edition Chapter 7&8’;

LO9
Summary: Week 9 mentioned in this project management assignment didn't have a specific report material as this week was viewed as the amendment 7 day stretch of the learning results of the earlier weeks.

Evidence
No such evidence

LO10&11
Summary: Knowledge producer likewise has been utilized for the current week to give appropriate direction. Section 1, 2, 13 and 15 of Sterman's book was utilized as an investigation material this week for having a superior finish of the whole course. Learning result of week 10 and 11 included exchange with respect to contemporary improvements in regards to the use of sorted out application systems of project management. Alongside that, INCOSE has additionally been utilized for the current week.

Evidence

Discussion and conclusion
The system thinking is directly related with the emancipation of the effective influence of the project, program, and portfolio manager. The development of the effective and supportive deployment of the activities. The system thinking tools of designing, creative evaluation, and it can endure the usability of successful information development. The tools can help in enabling of the eased management process. The relevant assess to the system engineering would take care of the improved project management process and development. The enduring of the project case implication can also take care of the improved facility development. The system engineering management can take care of the effective process development for the project. The consideration of the program management can also take care of the effective implication development. The selection of the project management facilities can endure the usage of the successful and effective formation of the works for supporting the external and internal objectives of the project. The project management application systems can help in identifying the smart deployment of the operations for taking care of the knowledge and decision making process. The various advantages of the manual and automatic project include the step by step development of the facilities supporting the project works. The various advantages and disadvantages of the manual and automatic project include onetime planning and execution strategy development. The process can help in enabling the usage of the smart facility for aligning the eased development and completion with the effective designing principles. The SDLC can be effectively used for the successful execution of the project works supporting the smart alignment of the operations.

References
Al-Mamary Y.H., Shamsuddin A, & Aziati N., (2013) “The Impact of Management Information Systems Adoption in Managerial Decision Making: A Review”

Raymond L., & Bergeron F., (2008) Project management assignment Project Management Information systems: “An empirical study of their impact on project managers and project success”

Introduction

It is necessary to understand the complexity of any project as it can help in making better decision making along with goal achievement. With projects becoming more and more complex, it has become evidently important for project managers to understand the concept of project complexity as it can influence the project management assignment considerably. There are various reasons to acknowledge the importance of complexity for the project management as it can affect the evaluation, modelling and relevant control over the project along with the objective, quality, cost, and safety. It can also impact the selection of appropriate project organization form and management arrangement which includes the experience and expertise and requirements of the project manager. In this project management assignment, a detailed discussion will be made on the importance of different types of complexities in project management along with their usage and benefits. Post that, each of the complexity types will be discussed with respect to GERD project, where the level of impact of each of the complexity types will be analyzed along with identifying the most effective one for the project. At last, the radar diagram will be used to discuss the four types of complexities.

Structural complexity: Structural complexity refers to the measurement of different numbers of interdependent activities and tasks which are mainly found in large projects with various interconnected elements. It originates from large scale projects which are broken into small activities and separate contracts. Structural complexity is mainly utilized in engineering, IT, construction and defense projects where complexity arises due to the high number of interconnected activities (Whittington et al, 2014). It is also extremely difficult to decompose the activities and Break It Down in this complexity type, however, when all the individuals deliver their assigned activities, the project can easily be accomplished.

Technical complexity: This type of complexity is mainly found in industrial design, architectural design and Research and Development projects which consists of design characteristics along with technical aspect which is usually unknown and never tried before. Technical complexity mainly arises due to the uncertainty of the outcome from various independent design solutions (Whittington et al, 2014). It can be categorized into interdependence and differentiation complexity which itself has three different sections known as pooled, sequential and reciprocal. First-time projects with technical and design problems arise due to technical complexity which can suffer from challenges regarding critical design stages.

Directional complexity: This complexity can mainly be found in the changing projects where the direction of the project are unknown and it is definite that something needs to be done in order to improve the difficult situation. Directional complexity is categorized by goal paths and unshared goals, unknown and unclear understanding with hidden interest and stems from ambiguity (Whittington et al, 2014). Directional complexity can enhance the issue of allocating the right amount of time for project completion and to overcome these challenges, better project management assignment of relationships and organizational policies are must.

Temporal complexity: Temporal complexity can occur in projects due to sudden legislative changes in technology which results in a high level of uncertainty related to the future constraints which can destabilize the project (Pich, 2002). It can also happen due to the changes of government, civil unrest, catastrophe or development of any new technology can delay the project completion.

The Grand European Renaissance dam (GERD) is a 6450-megawatt hydropower project on the Blue Nile in Ethiopia which is located around 30 kilometers upstream with Sudan border. Once completed, it will become the biggest dam in entire Africa and seventh-largest in the world. The GERD project was started in 2011, and since then various changes have taken place in the construction which is nearing completion (Vidal, 2008).

The project has faced various complexities which are described based on different complexity type as below:

Structural complexity: The design of GERD roject has changed many times between 2011 and 2017 with greatly affected its electrical and storage parameters. It was first described that the power plant will receive 15 generating units having 350 MW capacity which was expected to generate around 15000 GWh per annum (Thomas, 2008). However, regular upgrading of the project interest the number of generating units to 16 with 450 MW generating power upto 16000 GWh annually. Similarly, another element of the project was its size which changed continuously over the last few years wherein 2011, it was originally be constructed at a height of 145 metres but has changed to 155 metres in the next two years.

Technical complexity: The project also had various issues regarding the design and structure of the Dam having two levels of dams and three spillways (Zhang et al, 2015). These include the questions regarding the reaction of the dam during flood events and the emergency spillway which was located near to the rock saddle Dam which will further increase the chances of the biggest flood of the river. There also reports of oversizing of the hydropower plant.

Directional complexity: As already discussed, the GERD project has gone through various changes which have increased the level of complexity in the project resulting in the inability of the engineers to allocate resources and time for the construction. It has led to delay in the completion of the project mainly due to unknown direction (San Cristóbal et al, 2018).

Temporal complexity: Apart from Technical difficulties and challenges, the project has also faced issues due to increasing pressure from the nearby countries along with the alleged impact on Egypt and Sudan due to its construction.

For each of the complexity type, there are various levels of impact on the GERD project which include low, medium and high level. For instance, the structural complexity of the project can result in a high level of impact as it can lead to increase chances of flood and loss of life. This is mainly because the design of the project has changed so many times that is has become difficult for engineers to complete the project with the same expected outcome at the start (Hammond, 2013). It is possible that due to the changes in size, design and structure along with various other elements such as different contractors, political pressure, civil unrest, and lack of Technical studies can develop the hydropower plant with so many technical difficulties, it will not be able to perform the desiring task for a longer period of time.

Similarly, technical complexity can also result in at least need if not a high level of impact on the project. This is mainly because the size of the plant has been in increasing continuously which is not providing the engineers with enough time to make changes in their calculations and love construction strategy to meet the requirement of the changes (Gebreluel, 2014).

The directional complexity can certainly offer a high level of impact on the GERD project as the goals of the project is not clearly defined due to the changing circumstances and modifications in different elements of the project (Baccarini, 1996). The project management assignment is not able to allocate enough time and resources and maybe pressurized by the government who wants to benefit from it entirely without understanding its impact on nearby countries such as Egypt and Sudan.

However, the complexity which can mostly affect the GERD hydropower plant project will certainly be the temporal complexity which mainly involves the increasing political and global pressure from nearby countries including Egypt and Sudan where this project can result in in the possibility of water and food shortage along with greater risk on Public Health. There also issues related to climate change and environmental impact of the Dam as the government has not yet made the assessment of environmental impact and even not fulfilled the required obligation to take all the necessary and appropriate measures to avoid any kind of significant harm to the neighbouring countries (Gebreluel, 2014). It can also result in global climate change which will increase the frequency of droughts and flood along the Nile basin and during the dry season, it will result in facilitating seawater intrusion into the river which will threaten fisheries, agriculture, and ecology. Apart from that, the project is also located in an area with a high degree of temperature and low rainfall which can result in decreasing the overall water flow reaching the Nile River (Cicmil, 2009). There is also a possibility of a water war between Ethiopia and Egypt and Sudan and with no measurement it and assessment of technical aspect of the Dam, it can certainly result in heavy disaster in the upcoming years for all the countries in the continent.

Construct a radar diagram to express level of impact of its complexity

References

Thomas, J., & Mengel, T. (2008). Preparing project managers to deal with complexity–Advanced project management education. International journal of project management, 26(3), 304-315.

Baccarini, D. (1996). The concept of project complexity—a review. International journal of project management, 14(4), 201-204.

Vidal, L. A., & Marle, F. (2008). Understanding project complexity: implications on project management. Kybernetes, 37(8), 1094-1110.

Cicmil, S., Cooke-Davies, T., Crawford, L., & Antony, K. (2009). Exploring the complexity of projects: Implications of complexity theory for project management practice. Project Management Institute.

Whittington, D., Waterbury, J., & Jeuland, M. (2014). The Grand Renaissance Dam and prospects for cooperation on the Eastern Nile. Water Policy, 16(4), 595-608.

Gebreluel, G. (2014). Ethiopia's Grand Renaissance Dam: ending Africa's oldest geopolitical rivalry?. The Washington Quarterly, 37(2), 25-37.

Zhang, Y., Block, P., Hammond, M., & King, A. (2015). Ethiopia’s Grand Renaissance Dam: Implications for downstream riparian countries. Journal of Water Resources Planning and Management, 141(9), 05015002.

Hammond, M. (2013, February). The Grand Ethiopian Renaissance Dam and the Blue Nile: implications for transboundary water governance. In Global Water Forum (Vol. 1307).