This study aimed to contribute to the field of project management (PM) by exploring the elements of project complexity and how individuals respond to such complexity. Multiple dimensions were examined, including technical, human and political dimensions, with a significant impact on project implementation.,An in-depth case study was conducted, focusing on the implementation of a Brazilian hospital. Data were collected through semi-structured interviews, participant observation and document analysis. Bridging the research gap involved unraveling the project complexity elements and how to manage them, more specifically in the hospital context.,The findings revealed that project complexity challenges managers to deal with uncertainties, emergencies and unexpected situations. It implies coping with multiple factors of technical, human and political dimensions. Divergent interests contributed to the formation of coalitions, triggering relevant individual and group learning. Strategic improvisation had a potentially significant response from managers regarding project complexity to make adjustments and changes, focusing on project effectiveness and performance.,The challenge of managing project complexity is to deal with the balance between structure and improvisation in response to complexity. Flexibility, adaptability, self-organisation and strategic improvisation are key elements in managerial practices that address complexity, especially in hospital projects.,The differentiated approach lies in the proposed model of project complexity, with elements that make up the technical, human and political dimensions, with significant results for complex projects.

中文翻译：

---

管理项目复杂性：如何应对复杂系统的多个维度

这项研究旨在通过探索项目复杂性的要素以及个人如何应对这种复杂性来为项目管理（PM）领域做出贡献。研究了多个方面，包括技术，人力和政治方面，对项目的实施有重大影响。进行了深入的案例研究，重点是巴西医院的实施。通过半结构化访谈，参与者观察和文档分析收集数据。弥合研究差距涉及到揭露项目复杂性要素以及如何管理它们，更具体地说是在医院环境中。研究结果表明，项目复杂性挑战了管理者应对不确定性，紧急情况和突发情况的能力。这意味着应对多种技术因素，人文和政治层面。利益的不同促进了联盟的形成，引发了相关的个人和团体学习。战略即兴性可能引起管理人员对项目复杂性的重大回应，以进行调整和变更，并着重于项目的有效性和绩效。管理项目复杂性的挑战是应对结构和即兴性之间的平衡以应对复杂性。灵活性，适应性，自我组织和战略即兴性是解决复杂性（尤其是医院项目）的管理实践中的关键要素。差异化方法在于所提出的项目复杂性模型，其组成要素包括技术，人力和政治层面，对于复杂的项目而言，效果显着。利益的不同促进了联盟的形成，引发了相关的个人和团体学习。战略即兴性可能引起管理人员对项目复杂性的重大回应，以进行调整和变更，并着重于项目的有效性和绩效。管理项目复杂性的挑战是应对结构和即兴性之间的平衡以应对复杂性。灵活性，适应性，自我组织和战略即兴性是解决复杂性（尤其是医院项目）的管理实践中的关键要素。差异化方法在于所提出的项目复杂性模型，其组成要素包括技术，人力和政治层面，对于复杂的项目而言，效果显着。利益的不同促进了联盟的形成，引发了相关的个人和团体学习。战略即兴性可能引起管理人员对项目复杂性的重大回应，以进行调整和变更，并着重于项目的有效性和绩效。管理项目复杂性的挑战是应对结构和即兴性之间的平衡以应对复杂性。灵活性，适应性，自我组织和战略即兴性是解决复杂性（尤其是医院项目）的管理实践中的关键要素。差异化方法在于所提出的项目复杂性模型，其组成要素包括技术，人力和政治层面，对于复杂的项目而言，效果显着。