Defining Improved Metrics for Management
of Large Complex Projects
FEATURED PAPER
By Bob Prieto
Florida, USA
Introduction
Quantum Project Management (QPM)[1] [2] is a new management paradigm that replaces Taylorism’s Scientific Management paradigm upon which classical project management is founded. It is focused on Large Complex Projects (LCP) and their analogous behavior to quantum and relativistic systems in the world of physics. It has been detailed through a series of articles in the PM World Journal[3] [4] [5] [6] [7] [8] and earlier foundational work described in this journal[9] [10] [11] [12] [13] [14] and elsewhere[15] [16] [17] [18], with various aspects of significance to the theory further expanded on. This paper explores new metrics which actualize the application of this shift in mindset and frameworks.
Projects are complex adaptive systems
It is important to highlight that the quantum properties of physics are increasingly being translated into meaningful real-world applications such as quantum computing (complex optimization problems), quantum sensors (critical to GPS and medical imaging) and quantum entanglement (ultra-secure communications). Similar potential benefits may be derived in the project management realm through QPM.
Key Insights Related to LCP
QPM has provided a framework for describing key insights related to LCP. These are described in Prieto (2024) and recapped here:
- LCP represent open systems[19] that influence and are influenced by their contextual setting and its behaviors over time
- LCP, by their very scale and complexity, are imbued with uncertainty and have a propensity to fundamental indeterminism characterized by emergent behaviors and outcomes
- Traditional decomposition of projects (breaking project into smaller pieces/tasks) does not fully describe an LCP. LCP are complex entangled systems where the whole is greater than the sum of its parts.
- LCP are strongly influenced by the totality of all surrounding ecosystems, stakeholders, forces and flows and in turn influence and interact and shape them.
- Neither the LCP nor its surrounding universe are static. Disruptive events, especially significant ones, ripple through the broader system-of-systems changing each. The potential for significant impacts grows with time as the LCP context is stretched.
- Flows arise from disruptions and disturbances in the surrounding ecosystem impacting the LCP and changing its context. Some flows may take longer to emerge or be more persistent as the LCP and its surrounding universe change.
- Strategic Business Outcomes (SBO) clarity and alignment require continuous alignment to address the natural precession associated with LCP. It is essential to ensure that the addition of “wants” do not contribute to the LCP collapsing under its own weight.
- Frames of reference in an LCP are rarely aligned and require continuous attention to understanding their interplay.
Recognition of these insights is a critical first step in actualizing this changed project management framework, but implementation requires execution, and execution requires management metrics appropriate to the challenge at hand. This paper explores new management metrics to aid in implementation of a QPM approach for LCP. It builds on prior work related to complexity, uncertainty and other significant areas critical to the management of LCP, further developing some and adding some new ones.
Management Metrics for LCP Under a QPM Approach
The author’s focus is centered on large engineering and construction projects, but the metrics outlined in this paper are applicable in other domains. Other modified metrics are still required and are being evaluated. In the balance of this paper we look at metrics related to the following aspects of QPM applied to LCPs:
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How to cite this paper: Prieto, R. (2026). Operationalizing Quantum Project Management: Defining Improved Metrics for Management of Large Complex Projects, PM World Journal, Vol. XV, Issue I, January. Available online at https://pmworldjournal.com/wp-content/uploads/2026/01/pmwj160-Jan2025-Prieto-Operationalizing-Quantum-Project-Management.pdf
About the Author
Bob Prieto
Chairman & CEO
Strategic Program Management LLC
Jupiter, Florida, USA
Bob Prieto is Chairman & CEO of Strategic Program Management LLC focused on strengthening engineering and construction organizations and improving capital efficiency in large capital construction programs. Previously, Bob was a senior vice president of Fluor, focused on the development, delivery, and turnaround of large, complex projects worldwide across all of the firm’s business lines; and Chairman of Parsons Brinckerhoff, where he led growth initiatives throughout his career with the firm.
Bob’s board level experience includes Parsons Brinckerhoff (Chairman); Cardno (ASX listed; non-executive director); Mott MacDonald (Independent Member of the Shareholders Committee); and Dar al Riyadh Group (current)
Bob consults with owners of large, complex capital asset programs in the development of programmatic delivery strategies encompassing planning, engineering, procurement, construction, financing, and enterprise asset management. He has assisted engineering and construction organizations to improve their strategy and execution and has served as an executive coach to a new CEO. He is author of eleven books, over 1000 papers and National Academy of Construction Executive Insights, and an inventor on 4 issued patents.
Bob’s industry involvement includes the National Academy of Construction and Fellow of the Construction Management Association of America (CMAA). He serves on the New York University Tandon School of Engineering Department of Civil and Urban Engineering Advisory Board and New York University Abu Dhabi Engineering Academic Advisory Council and previously served as a trustee of Polytechnic University. He has served on the Millennium Challenge Corporation Advisory Board and ASCE Industry Leaders Council. He received the ASCE Outstanding Projects and Leaders (OPAL) award in Management (2024). He was appointed as an honorary global advisor for the PM World Journal and Library.
Bob served until 2006 as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC). He chaired the World Economic Forum’s Engineering & Construction Governors and co-chaired the infrastructure task force in New York after 9/11. He can be contacted at rpstrategic@comcast.net.
To see more works by Bob Prieto, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/bob-prieto/
[1] Prieto, R. (2024). Quantum Project Management, PM World Journal, Vol. XII, Issue I, January 2024. https://pmworldlibrary.net/wp-content/uploads/2024/01/pmwj137-Jan2024-Prieto-Quantum-Project-Management-.pdf
[2] Quantum Project Management A monograph on a new theory for management of large complex projects (2024); ISBN 978-1-304-08165-0
[3] Prieto, R. (2024). Measurement of Complexity in Large Complex Projects, PM World Journal, Vol. XII, Issue IV, April. https://pmworldlibrary.net/wp-content/uploads/2024/04/pmwj140-Apr2024-Prieto-Measurement-of-Complexity-in-Large-Complex-Projects.pdf
[4] Prieto, R. (2024). Quantum Project Management and the Concept of Spacetime, PM World Journal, Vol. XII, Issue V, May. https://pmworldlibrary.net/wp-content/uploads/2024/05/pmwj141-May2024-Prieto-Quantum-Project-Management-and-Concept-of-Space-time.pdf
[5] Prieto, R. (2024). Navigating Complexity, PM World Journal, Vol. XIII, Issue VI, June https://pmworldlibrary.net/wp-content/uploads/2024/06/pmwj142-Jun2024-Prieto-Navigating-Complexity.pdf
[6] Prieto, R. (2024). Quantum Project Management, Large Complex Projects, and Entanglement, PM World Journal, Vol. XII, Issue VII, July 2024.
[7] Prieto, R., Hajiya, A. (2024). Managing Complexity in Large Complex Projects, PM World Journal, Vol. XIII, Issue XI, December.
[8] Prieto, R. (2025). Artificial Intelligence, Complexity, and Quantum Project Management: A Transformative Approach, PM World Journal, Vol. XIV, Issue VII, July.
[9] Prieto, R. (2020). A Deeper Look at the Physics of Large Complex Projects: A Neoclassical Project Management Theory is Required; PM World Journal, Vol. IX, Issue VIII, August.
[10] Prieto, R. (2015). Physics of Projects; PM World Journal Vol. IV, Issue V – May; https://www.researchgate.net/publication/275888028_Physics_of_Projects
[11] Prieto, R. (2020). Systems Nature of Large Complex Programs; PM World Journal, Vol IX, Issue VIII, August.
[12] Prieto, R. (2017). Complexity in Large Engineering & Construction Programs; PM World Journal, Vol VI, Issue XI, November
[13] Prieto, R. (2015), Project Management Theory and the Management of Large Complex Projects; PM World Journal, Vol IV, Issue VI, June
[14] Prieto, R. (2014), Challenges of Dealing with Uncertainty; PM World Journal, Vol IV, Issue I, January
[15] Prieto, R. (2015). Theory of Management of Large Complex Projects; Construction Management Association of America; ISBN: ISBN 580-0-111776-07-9; October.
[16] Large Complex Projects as Open Systems; National Academy of Construction Executive Insight https://www.naocon.org/wp-content/uploads/Large-Complex-Programs-as-Open-Systems.pdf
[17] Flows in Large Complex Projects; National Academy of Construction Executive Insight; https://www.naocon.org/wp-content/uploads/Flows-in-Large-Complex-Projects.pdf
[18] R. Prieto, Theory of Management of Large Complex Projects; Construction Management Association of America (2015); ISBN 580-0-111776-07-9
[19] Large Complex Programs as Open Systems; National Academy of Construction Executive Insight Large Complex Programs as Open Systems; https://www.researchgate.net/publication/348690977_Large_Complex_Programs_as_Open_Systems_Key_Points#fullTextFileContent
