2019 IEEE Technology & Engineering Management Conference (TEMSCON)
Complexity factors affecting research and
development projects duration
P.M. Molepo
Postgraduate School of Engineering Postgraduate School of Engineering
Management
University of Johannesburg University of Johannesburg
South Africa
phile.molepo@gmail.com amarnewick@uj.ac.za
Abstract—Research and development (R&D) has become
important to the survival and performance of many
organizations in terms of market share, increased profitability,
technological advancement and competitive advantage.
Therefore, the management of these projects is crucial in
ensuring that they achieve the project goals and objectives.
However, due to their high uncertainties and complexities, R&D
projects are often beset with time delays that result in
termination before achieving the project objectives. A case study
was conducted on a R&D project team in an engineering
organization to identify the complexities of R&D project
management process and their impact on project duration. The
results of the study show that different factors contribute to R&D
project complexity and the delay in these projects is due to
ineffective management of R&D project management process.
Keywords—Research and development, complexity, project
management process, project duration, project complexity factors
I. INTRODUCTION
Research and development (R&D) is defined in [1] as
“…activities for intellectual work creating new knowledge
(research) and developing new products”. R&D projects are
important for bringing competitive advantage to the
organization by developing new and enhanced projects [2].
Besides being used to improve innovation aptitudes and to
increase profitability and growth, R&D projects play an
important role in the development and sustaining of the
national economy.
The activities of R&D projects differ with regard to
industry, organization size, structure and objectives [3]. These
projects are carried out to meet specified objectives within
defined aspects of project management. Although different
project management tools and techniques are utilized in
managing many R&D projects, these projects exceed planned
project duration and results in termination without achieving
the project goals [4].
R&D projects have unique attributes as they present many
uncertainties which require flexible management [1]. This
study was initiated with the main objectives of identifying the
complexities of the R&D project management process and
their impact on project duration. This was achieved by
answering the two research questions:
1. What are the complexity factors of R&D projects?
978-1-7281-1139-1/19/$31.00 ©2019 IEEE
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A. Marnewick N. Joseph
Applied Information Systems
Management University of Johannesburg
South Africa
South Africa njoseph@uj.ac.za
2. What impact does R&D complexity factors have on
R&D project duration?
The paper is structured as follows: The next section
presents the literature review pertaining to R&D complexity
factors and how they impact project duration. The following
section discusses the research methodology which is then
followed by the findings of the research study. The paper then
concludes with the implications and recommendations of the
results as well as the limitations and avenues for future
research.
II. LITERATURE REVIEW
A. R&D Complexity Factors
Complexity in R&D is defined by the number of different
elements interacting in a project and how they interconnect [4,
5]. Therefore, R&D projects are considered complex because
of their multidisciplinary properties.
R&D projects are highly complex with specific needs and
intrinsic risks that can delay the project or jeopardize its
success [6]. Many R&D projects are executed for several years
and require large amounts of financial investment. R&D
projects are subjected to unpredictable technological, time,
goal and cost uncertainties [7].
Capturing R&D project complexity requires a broad
spectrum view of project complexity. Eleven complexity
factors were identified from literature spanning general,
construction, ICT, and new product development project
complexity [8-11]. New product development and ICT project
complexity literature were targeted as both streams are closely
aligned to the innovative and variable nature of R&D projects
[12, 13].
Table I presents the 11 project complexity factors and their
underlying sources. The underlying sources reveal what each
complexity factor consists of and provides guidance regarding
the exploration of R&D project complexity. Literature argues
that R&D projects exhibit eight complexity factors as three
factors were not explicitly discussed as relevant to R&D
projects, viz. temporal, environmental and structural
complexity. This research however contends that the
 2019 IEEE Technology & Engineering Management Conference (TEMSCON)

TABLE I. PROJECT COMPELXTY FACTORS AND THE SOURCES Factor of R&D

project Impact on R&D project duration
Complexity Project complexity
Source of Complexity Factor Source
Factor Typea - Conflict due to poor communication between
Intraorganizational organisations requires time for resolution thus
High level of reporting structure [8, 10, suspending project execution [11].
Organizationa Large multidisciplinary team C,I,R - The more the project scope increases the more the
11]
l complexity Interaction between multiple time taken to execute the tasks increases [17].
organization departments Technical
-The review and correction of the design errors add
The technical and design [8, 11] more time to the project process [17].
Technical C,I,R
requirements of the project - Difficulty to integrate poor R&D project
complexity [10]
Varying project scope management process result in delayed project
Uncertain project costs and value [8, 9, Development
milestones, eventually extending project duration
Uncertainty Uncertain project goals C,I,R [11].
11]
- Late release of project funds delay the project
Dynamic Multiple and frequent changes in I,R [8, 11] execution [18].
complexity the project and management process Uncertainty
- Change in project goals add more time to
Collaboration between two or more [8, 11] execution of project activities [8].
Intraorgani-
organizations I,R - Frequent change management process delays the
zational Dynamic
Poor communication between joint project activities and therefore extends the time
complexity Temporal
organizations required to complete the project [19]
Integration of different sub systems [8, 11,
in a project 14] B. Impact of R&D Complexities on Project Duration
Technological
The incorporation and application C,I,R Project complexity influences the project management
complexity
of the new technology in to the
project process, activities and techniques, which in turn affects the
Marketing Unpredictable market changes [8, 11] project performance [15]. The duration of an R&D project is
I,R particularly influenced by the complexity factors around it. The
complexity High level of competition
Temporal Unanticipated future constraints [9] impact of the R&D project complexity factors on R&D project
complexity such as change in government or C duration is summarized in Table II.
company ownership
Development Poor management of R&D process [8, 11] There are many reasons for R&D project delays. Majority
I,R
complexities are beyond the project manager’s control and can occur at any
Environmental risks associated with [8, 11] phase of the project. These delays are a critical challenge for
Environmenta the location of the project [10]
C,I R&D project managers as they result in cost overruns and
l complexity Multiple stakeholders with
different perspectives possible project termination.
Lack of top management support [9]
Structural
Project manager’s level of control C III. RESEARCH METHODOLOGY
complexity
over the resources is limited
a
Project types: Construction (C), ICT (I) and R&D (R)
A. Research Approach
Exploratory research aims to provide a better understanding
underlying sources of the three omitted project complexity of the research phenomenon being investigated [20]. For the
factors are relevant to R&D projects. All 11 project complexity purpose of this study, exploratory research was adopted to gain
factors are subsequently adopted in this research. a better understanding of R&D project factors and how they
Complexity in R&D projects is due to different sources arising impact project duration.
from its numerous activities and technologies [11].
Furthermore, the various factors and sources do not exist in B. Research Method and Case Description
isolation as they are interrelated and can influence each other The single case study method was adopted for this research.
both positively and negatively [8]. This method facilitates the exploration and capture of common
characteristics and conditions of similar “projects” within the
TABLE II. MAPPING R&D PROJECT COMPLEXITY FACTORS AND THE
case [21].
IMPACT ON R&D PROJECT DURATION
The single case study researched in this research was a
Factor of R&D manufacturing engineering firm focused on R&D initiatives.
project Impact on R&D project duration The firm has a hierarchical structure with units in electrical,
complexity mechanical and ICT. Each unit has its own R&D sub-unit
- Adapting and integration of new technology
requires more time, the project activities are paused
which focuses on R&D projects relevant to the parent unit.
Technological
to learn the new technology and the project This provides the foundation for this research to explore R&D
duration is extended [11]. project complexities and their impact on project duration.
- Creation of new marketing and distribution
Marketing channels could extend the time it takes to bring new C. Data Collection Methods
products to the market [11].
- Impractical resource allocation is insufficient to Data were collected using two data collection methods, viz.
Organizational
Structural
complete the project on time [8, 11]. questionnaire and interview. Section A of the questionnaire
- Slow decision making due to high level of included demographic questions. Section B and C included
Environmental
hierarchy slows down project activities [16].

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 2019 IEEE Technology & Engineering Management Conference (TEMSCON)

Likert scale questions around 11 R&D project complexity Questionnaire

Number
Interview
Number
factors and the impact on R&D project duration respectively. Responses Responses
Table I was applied to develop the questions for section B Job title Job title
while Table II was applied to section C development. Technician 2 Project Manager 1

The interview included demographic questions first then
moved to questions around R&D project complexity and their
impact on project duration. The interview questions were semi-
structured and open-ended to enable the collection of in-depth
data.
Two data collection methods were used to allow triangulation
of data as this would allow the research to build a logical
justification [22, 23] for R&D project complexity factors and
their impact on project duration. Furthermore, this would
improve the quality of the case study [24].
D. Unit of Analysis and Sampling
In line with the two data collection methods adopted, two
unit of analyses were defined. Firstly, the questionnaire was
targeted at R&D project team members in the electrical,
mechanical and ICT business units. The aim was to get their
perception of project complexity from the R&D projects they
have worked on. Only team members who have three or more
years R&D project experience were targeted. Secondly,
interviews were targeted at R&D unit and group managers as
well as project managers who have three or more years R&D
project experience.
Purposive sampling was adopted as specific team members
and managers were targeted as they were provide the most
informative answers around the research at hand. Team
members such as technicians, technologists, engineers and
developers were targeted for the questionnaire. Alternatively,
project managers, mechanical managers and ICT managers as
well as the R&D group manager were targeted for the
interviews.
E. Validity of Research
Multiple validity strategies were adopted for this research
[21]. External validity was ensured by reviewing literature to
develop the 11 project complexity factors and impacts as per
Table I and Table II respectively. The factors and impacts
serve as the basis for the data collection method design.
Construct validity was ensured through the use of two data
collection methods and triangulation. This subsequently
facilitated internal validity as it allowed logical analysis and
pattern matching across the two datasets.
IV. RESEARCH FINDINGS
TABLE III. SUMMARY OF RESPONDENTS
Questionnaire
Number
Interview
Responses Responses
Qualification Qualification
National Diploma 4 National Diploma
B.Tech 3 B.Tech
B.Eng/BSc 3 B.Eng/BSc
Masters 2 Masters
Technologist 4 Group Manager 1
Mechanical and IT
Engineers 4 1
Manager
Developer 2
Years of Experience Years of Experience
3-5 years 4 3-5 years 2
5-10 years 5 5-10 years 1
> 10 years 3 > 10 years 0
A. Summary of findings
A total of 12 questionnaires and three interviews were
completed and analyzed for the case study. Table III provides
a summary of the questionnaire and interview respondents
regarding their qualification, job title and years of experience.
The spread between managerial and technical roles provides a
holistic view of R&D complexity factors and their impacts on
R&D project duration. All respondents had three or more
years R&D project experience with the majority having
experience greater than five years. Moreover, the respondents
collectively worked on 71 R&D projects in the engineering
firm. On average, each respondent worked on at least five
R&D projects. These results contribute to the reliability of this
research and imply that the respondents provided informative
data regarding the research questions.
B. R&D complexity factors results
1) Questionnaire R&D complexity factors
The analysis of the questionnaire results from the case study
was done using the weighted score method [25]. This
quantitatively assesses the level of agreement (1 – strongly
disagree to 5 – strongly agree) of the respondents pertaining to
the factors and sources that contribute to R&D complexity.
Table IV only shows and ranks the results where the
questionnaire and interview data correspond. This aids in
validating and accurately presenting the factors of R&D
project complexity.
Analysis of the questionnaire results in Table IV shows that
dynamic, development and technical complexity factor
sources are the three most common contributors of R&D
project complexity. This indicates that complexity in R&D
projects is mainly due to multiple and frequent changes in the
project and management process, poor management of the
Number R&D process and varying project scope. Interestingly,
although structural and environmental complexity was
determined irrelevant to R&D projects in Table I, respondents
1 did indicate both as project complexity factors. This implies
0 that the lack of top management support and multiple
0 stakeholder perspectives are sources of R&D project
complexity.
2

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 2019 IEEE Technology & Engineering Management Conference (TEMSCON)

2) Interview R&D complexity factors

A semi-structured face to face interview was conducted with
three interviewees: (1) the group manager, (2) a mechanical
and IT manager, and (3) a project manager. The interviews
were included in this study to obtain a better understanding of
the R&D complexities and their impact on project duration
from the managers’ perspective. Interview data were coded
using a deductive approach as the transcribed data were
compared and articulated to the factor sources in Table I.
TABLE IV. TRIANGULATION OF DATA FOR FACTORS THAT CONTRIBUTE
TO R&D PROJECT COMPLEXITY
3) Data triangulation of R&D complexity factors
Table IV facilitates data triangulation between the
questionnaire and interview data as well as around the
findings of literature review (Table I). The tick () under the
literature and interview columns indicate that the factors are
applicable or have been experienced. The cross (X) indicates
where literature does not recognize the complexity factor
source as being applicable to R&D projects. Table IV ranks
the factor sources based on the weighted scored determined
from the questionnaire results.

Factors contributing to
Literature Questionnaire Interview Table IV shows strong agreement between the literature,
project complexity questionnaire and interview results that poor R&D
Dynamic complexity
Multiple and frequent management process, multiple and frequent changes in the
 4.58  project and management process, variation in project scope
changes in the project
and management process and the technical requirements of the project are the main
Development causes of R&D project complexity. The literature review did
complexities
Poor management of
 4.58  not identify structural and environmental complexity as being
R&D process applicable to R&D. However, the results of the questionnaires
and interviews corroborate and validate the inclusion of poor
Technical complexity
Varying project scope
 4.50  top management support and multiple stakeholder
perspectives when assessing R&D project complexity.
Structural complexity
Lack of top management X 4.33  C. R&D complexity factor impact on project duration results
support 1) Questionnaire R&D project duration impact results
Technical complexity The duration of the project increases as the degree of project
The technical and design complexity and uncertainty increases [15]. These delays are a
 4.08 
requirements of the
project critical challenge for R&D projects. Table V shows the
Environmental weighted scores for factors impacting R&D project duration.
complexity The scores indicate the level of agreement (1 – strongly
Multiple stakeholders X 3.92  disagree to 5 – strongly agree) from the questionnaire. The
with different
perspectives
results in Table V show that the respondents view change in
project scope as a negative impact on R&D project duration.
Uncertainty Increasing project scope results in tasks taking longer to
Uncertain project costs  3.83 
and value execute. This is often due to more activities being added to the
project. Impractical resource allocation also influences R&D
Organizational
complexity project duration as insufficient resources are available to
 3.83  complete the project on time. Furthermore, slow decision
Large multidisciplinary
team making caused by an intricate hierarchical structure slows
Technological down project activities.
complexity
The incorporation and
 3.83  2) Interview R&D project duration impact results
application of the new
technology into the Managers were asked how project complexity effected the
project planned duration of the projects they work on. Similarly, this
Uncertainty
interview data was coded using a deductive approach
 3.83  informed by Table II. The responses were as follows:
Uncertain project goals

Organizational and technical complexity appeared as the most
prevalent R&D complexity factors. Large multidisciplinary
teams, interaction between multiple organization departments,
varying project scope and technical and design requirements
of the project contribute to R&D project complexity.
Structural complexity once again appeared in the form of lack
of top management support while environmental complexity
appeared in the form different stakeholder perspectives. This
further reiterates the importance and inclusion of structural
and environmental complexity as R&D complexity factors.
Interviewee 1: “When the available solutions are not sufficient
to achieve the research objectives, new solutions are proposed
and this could lead to project delay due to results validation
which may include experimental work that is lengthy and time
dependent.”
Interviewee 2: “The amount of work required for the project is
too much and it is not broken down proportionally. For
example, different disciplines complete different project tasks
at the time and this is realized during implementation, when

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 2019 IEEE Technology & Engineering Management Conference (TEMSCON)

the parts must be integrated together, so the team must go The following factors, if
back and complete the right activities. This causes the delay in not managed effectively
Literature Questionnaire Interview
can result in project
the project because the developers must now wait for the right delay:
project parts, which means adding more time to the project milestones, eventually
duration” extending project duration

Interviewee 3: “The problem is caused by mismanagement of V. DISCUSSION AND CONCLUSION

resources. During the planning stage, resources are allocated Many R&D projects are complex, flexible and have a
accordingly however as the project progress, there is resource high level of uncertainty. More often, these projects exceed
shifting but the project tasks and deadline remain unchanged. the planned project time and result in termination without
In most cases projects end up delayed. Also the more the achieving the project goals and objectives. This research was
project scope expand the more the chances of delivering it initiated with the main aim of identifying and understanding
late.” the complexities faced in the R&D project management
process and the impact the complexities have on project
Analysis of the interview data shows that the change in duration.
project scope in terms of increased scope of work adds more
time to the R&D project duration. It also emerged that without Generalizing the results of single case study research is
enhanced project management process the project is at a risk challenging and requires an analytical approach as the results
of being delayed. The issue of poor communication between are somewhat subjective to a specific instance [23]. The
different teams appears to affect R&D project duration. implications of this research twofold. Firstly, the results
Another impact was impractical resource allocation as it inform and contribute to academic debate around the factors
results in delayed project delivery due to unavailable of R&D project complexity. Literature acknowledges eight
resources. specific factors but this research provides the basis for
including three more given the triangulation of data.
3) Data triangulation of factors impacting R&D project Conversely, this research questions some of the impacts on
duration R&D project duration as majority were not corroborated
Data triangulation was done for the impacts on R&D project through triangulation. This could however be attributed to the
duration using the same interpretation for the R&D project small sample size and/or the specific engineering
complexity factor results. Table V shows the comparison environment. Nevertheless, the assimilation of literature and
between the literature, questionnaire and interview results. results can facilitate future R&D project research endeavors.
Table V shows the top four impacts of R&D project
complexity on project duration. Interestingly, the interview Secondly, from a practical perspective, the findings of the
data did not consider all the impacts on R&D project duration literature review and the case study lead to the following
as important when compared to the literature and implications regarding R&D project complexity in a
questionnaire results. manufacturing engineering environment:
 There are numerous factors of R&D project
TABLE V. TRIANGULATION OF DATA FOR FACTORS THAT IMPACT R&D complexity.
PROJECT DURATION
 There is a different perception between technical and
managerial personnel regarding the factors of R&D
The following factors, if project complexity.
not managed effectively
can result in project
Literature Questionnaire Interview  R&D projects have complex characteristics that
delay: affect their project management processes.
The more the project  Project complexity is mainly defined in terms of
scope increases the more scope of work, uncertainties, project management
time is taken to execute  4.67 
the tasks increases
process and multidisciplinary interactions.
Impractical resource
allocation is insufficient to Based on the findings of the study, the following
 4.58  implications are made regarding the impact of R&D project
complete the project on
time complexity on the duration of the project:
Conflict due to poor  R&D projects are driven by the scope of work.
communication between
organizations, requires  Resources allocation is an essential part of R&D
 4.42 
time for resolution thus projects and effective process and practices must be
suspending project put in place.
execution
Difficulty to integrate
 Skills and competency are especially crucial in
poor R&D project ensuring the successful completion of project on
 4.42 
management process time.
result in delayed project

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 2019 IEEE Technology & Engineering Management Conference (TEMSCON)
 The type of organizational structure under which the
R&D project is conducted has an influence on the
decision making during project.
The results have shown that managers and technical
specialists have different perspectives regarding R&D project
complexity factors and the impact on R&D project duration.
A. Recommendations
Based on the findings of the study, the following
recommendations are made:
 More research must be conducted to include different
case studies with different R&D projects in different
industries. There could be variation in responses due
to different project backgrounds and experience.
 Further research must be conducted to develop a
complexity assessment model that will be used to
assess level of complexity in the project. This will
ensure that proper management processes are put in
place to alleviate and control R&D project
complexity.
B. Limitations
The case study in this research was a single case study
conducted on R&D project teams in a manufacturing
engineering organization. The results are limited to the type of
R&D project the team is working on and the type of industry.
Different case studies could yield different results depending
on the project type and industry. Furthermore, the sample size
for both data collection methods is small and would be
enhanced by a larger sample across multiple industries and
R&D project types. The results are limited to the type of
research methodology and data analysis used in this study.
Different research approaches, data collection methods and
data analysis could yield different results.
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