Projects are five times more likely to succeed when complexity is managed effectively- PMI research finds

As Ghana pursues ambitious agendas in digital transformation, infrastructure development, energy expansion, and public‑sector modernisation, a new report from the Project Management Institute (PMI) warns that rising project complexity is threatening successful delivery across Sub‑Saharan Africa. The study, entitled “Driving Success in Complex Projects: From Navigating Tasks to Navigating Systems,” finds that organisations that manage complexity effectively are five times more likely to achieve project success.

Based on insights from project professionals and senior leaders in 35 countries, the research shows that 81% of respondents globally believe projects have become more complex in recent years, with 37% describing the increase as significant. In Sub‑Saharan Africa, the picture is even more pronounced: missed delivery deadlines affect 44% of projects, well above the global average of 35%, while delays in stakeholder decision‑making impact 41% of initiatives compared with 34% worldwide.

The report identifies three interlinked dimensions of complexity—organisational, environmental, and human—that together create governance bottlenecks, slow value alignment, and exert pressure on teams. Organisational complexity stems from unclear governance structures, siloed departments, and competing priorities. Environmental complexity is driven by rapid AI adoption, geopolitical shifts, regulatory volatility, and market uncertainty. Human complexity encompasses competing incentives, political dynamics, and relationship pressures that affect decision‑making and team cohesion.

These challenges are not abstract; they manifest in everyday project struggles such as shifting priorities, delayed approvals, changing requirements, and stakeholders pulling in different directions. When left unmanaged, they can lead to strategic drift, missed deadlines, and diminished morale—23% of regional respondents cited decreased morale as a consequence of poorly managed complexity, versus 19% globally.

Yet the research also points to a clear pathway forward. Practices strongly linked to better outcomes include securing sponsor alignment early, maintaining phased stakeholder engagement throughout the project lifecycle, applying structured frameworks to navigate complexity, investing in scenario planning, and sustaining team momentum during periods of uncertainty. For Sub‑Saharan Africa, where project delivery directly influences economic growth, social outcomes, and investor confidence, closing the complexity‑management gap is not optional—it is a strategic imperative.

PMI’s certifications and frameworks are designed to equip professionals with the tools needed to lead in interconnected, uncertain environments. As George Asamani, MD, PMI Sub‑Saharan Africa, notes, “Africa does not have an ideas deficit, and increasingly it does not have a capital deficit. What will determine whether this decade delivers on its promise is execution capability. Strong project leadership isn’t a soft priority; it’s the difference between transformation that happens on paper and transformation that changes lives.”

Our earlier coverage of Nigeria’s digital payment expansion illustrates how technological shifts can reshape project landscapes, while our piece on AI as a study companion highlights the human dimension of complexity that organisations must now navigate. Together, these stories underscore the need for integrated approaches that address both technical and socio‑economic factors.

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