How Flexibility, Uncertainty and Complexity
Shape Project Speed
PEER REVIEWED PAPER
By Youcef J-T. Zidane, PhD
Algiers, Algeria
Abstract
In the increasingly competitive context of today’s business environment, project speed is considered a key factor for success and often plays a pivotal role in determining an organization’s competitive advantage. Nevertheless, the increasing pursuit of accelerating project delivery, especially in the latter phases, creates complex defies. To create a clear context to answer the research question: What are the relationships between project speed and project flexibility, uncertainty and complexity?
With multi-round in-depth interviews with project managers and documentary evidence across 19 medium- to large-size ICT/telecom projects, we examine phase-specific flexibility, and different types of complexity, and how they affect time-to-delivery. The key practical findings were: front-end (early-phase) flexibility—through contingency planning and late locking—corresponded to a 29% increase in total delivery for successful projects, whereas too much flexibility at the implementation stage delayed pace by 22–37% and caused added rework. We identify two operating thresholds: a modularity index ≈ 0.7, where projects can accept mid-stream changes, and an uncertainty threshold ≈ 0.4, where failure risk rise steeply. As contribution, we also formalize the “Flexibility Window”—a phase-sensitive model relating flexibility, uncertainty, and complexity to project velocity—and offer prescriptive advice for managers interested in speeding up delivery without compromising quality. Results are constrained by ICT/telecom environment and contractor-side bias; further quantitative cross-validation in other industries is recommended.
Keywords: Project Speed; Project Flexibility; Project Uncertainty; Project Complexity, Project Management.
- Introduction
The Project success is defined not only as effective project management, but as realizing project objectives over the long term as well (Shenhar et al., 1997; Judgev & Müller., 2005; Joslin & Müller, 2015; Rehan et al., 2025). The cohesive understanding of project success makes it imperative to define success with clear and measurable metrics (Müller & Turner, 2007; Joslin & Müller, 2015; Fantozzi et al., 2025; Ahmadu et al., 2025). The project success criteria have advanced from the ‘iron triangle’ of time, scope, and cost to include functions such as stakeholder satisfaction, quality, and even sustainability (Atkinson, 1999; Judgev & Müller, 2005; Shenhar & Dvir, 2007; Joslin & Müller, 2015). There has been a shift to using time efficiently. This has been brought to attention in literature that discusses large projects (Thamhain & Wilemon, 1986; Morris & Hough, 1987; Rämö, 2002; Flyvbjerg et al., 2003). There are those that believe that project success means beating deadlines and remaining below budget (e.g., Flyvbjerg et al., 2003). There is much disparity in the model of results versus actual project outcomes (Samset, 2010; Rehan et al., 2025).
Many practitioners and scholars regard time, cost, and scope—the components of the “iron triangle”—as key success criteria (Ahsan & Gunawan, 2010; Guerrero et al., 2014). In construction and other industries, forecasted completion time has long been viewed as a critical success factor, especially for the more traditional large-scale engineering projects (Chan & Kumaraswamy, 1997, 2002; Guerrero et al., 2014). In spite of the improvements made in project management approaches, large-scale engineering projects continue to perform poorly with regard to scheduled duration (Ng et al., 2001; Chan & Kumaraswamy, 2002; Guerrero et al., 2014).
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How to cite this paper: Zidane, Y. J-T. (2025). Delivering Fast, Managing Smart: How Flexibility, Uncertainty and Complexity Shape Project Speed; PM World Journal, Vol. XIV, Issue XI, November. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/11/pmwj158-Nov2025-Zidane-Delivering-Fast-Managing-Smart.pdf
About the Author
Sr. Youcef J-T. Zidane
Algiers, Algeria
Youcef J-T. Zidane, Ph.D., MSc, MTech, Ing., Senior Research Scientist | Senior Consultant, is an accomplished Senior Research Scientist and Consultant with a distinguished track record in managing large-scale projects and advancing interdisciplinary research at the intersection of management, systems thinking, and sustainability. He brings over two decades of global experience spanning industry and academia, with particular expertise in complex project delivery, organizational systems, and strategic innovation.
Youcef earned his Baccalaureate in Mathematics from Aokas High School in Bejaia, followed by a degree in Electronics Engineering from the University of Boumerdes (formerly INELEC) in 2002. He completed a Master of Technology (MTech) from MUT, Germany in 2003, and later pursued a Master of Science (MSc) in Management at the Norwegian University of Science and Technology (NTNU), where he also earned his Ph.D. in Project and Quality Management in 2017.
Between 2003 and 2010, he led and delivered numerous high-stakes ICT projects across multiple countries, managing a combined portfolio exceeding USD 3 billion. His strategic oversight and execution capability were critical in delivering these initiatives on time and within scope, often under complex and dynamic conditions.
In parallel with his professional engagements, Youcef has made substantial contributions to the research community. He has served as a Senior Researcher at NTNU/SINTEF, Scandinavia’s largest—and one of the world’s foremost—research institutes. Currently, he is based at a national research center in Algeria and serves as a guest Senior Researcher at CAREED, University of the West of Scotland.
A holistic scientist aligned with the systems school of thought, Youcef’s research interests encompass organization science, management (including strategy, quality, and project/program management), sustainability, innovation systems, systems thinking, applied philosophy, governance, and leadership. He is widely recognized for his ability to synthesize diverse disciplinary perspectives to tackle multifaceted organizational and societal challenges.
Driven by a passion for sustainable development and institutional excellence, Youcef continues to contribute to both academic scholarship and industry advancement. His work supports the development of resilient governance models and innovative management practices that are deeply responsive to global complexity and local realities.
Youcef can be contacted at zidaneyoucefjt@gmail.com
