How to create simplicity in complex projects
The higher up you go in project management, the greater the complexity you deal with, but is the trick to achieving success to make things simple?
Apple’s Steve Jobs once told Business Week that “simple can be harder than complex. You have to work hard to get your thinking clean, to make it simple, but it’s worth it in the end because once you get there you can move mountains.”
We tackled the subject in a recent episode of APM Podcast. “Simplicity is an underestimated value and something that you learn to appreciate as you become more involved with bigger, more complex programmes,” explained Nathan Hellebrand ChPP, Brand and Global Delivery Director at Babcock International Group. “To be able to simplify in a way that gets many stakeholders linked to a project or a programme to a point where they understand what you’re trying to do, and how you’re trying to do it, is key to being able to deliver successful outcomes.”
Mike Hudson ChPP, Interim Strategy Management Director at the National Trust, agreed: “The more complex projects get, the greater the need for simplicity for lots of reasons, but not least for the people who are involved in delivering them. I think it’s vital, and the more senior you get, the more that becomes part of what you can bring to that kind of project and the environment that people are operating in.”
Here are Hudson and Hellebrand’s top pieces of advice on how to make things simpler in your projects.
1. Start with the vision
Hudson said his starting point is always to consider the project’s vision and objectives (especially for a project turnaround). “You can ask some quite simple and straightforward questions about what people think they’re doing and why, and if you get a whole variety of answers, it tells you that you’re not getting the level of cut-through that you want.”
Creating simplicity is also about making sure that team roles are simple and understandable for people, explained Hudson.
2. Ditch it if it’s not adding clarity or value
“When you are starting a project, get a team to focus on this rule: whatever we’re doing, if it’s not adding clarity or value, then it’s likely to be making things more complicated,” said Hellebrand. “Whether it’s governance documents, project plans, terms of reference or whatever, sometimes there’s a tendency to think that we need to write or create more to justify the work. Sometimes that’s not true – actually, less is more.
“Get people to think about that, and make sure it’s something they live and breathe.”
3. There are no silly questions
“Often, if you are thinking it, someone else probably is as well – so there are no silly questions,” said Hellebrand. “Ask if you don’t understand, because if you don’t, we’re not going to make progress. Make people understand that there shouldn’t be any social fear in saying they don’t understand. It is a powerful thing that breeds simplicity.”
4. Be clear on decision rights
Clarity in decision-making is important, too, said Hudson: “What’s the minimum information we need to make a decision, and who has those decision rights?”
Speaking about a programme where things were agreed in one meeting and then undone in a different one, Hellebrand saw that simplicity in decision-making was needed.
“We focused on simplifying the decision rights across the programme so that people had clarity on specifics – on what was within their gift to make a decision on.
“That helped us do two things. It helped simplify the chain and remove some of that confusion or differing of opinions; and it empowered people and allowed them to go faster, because we had a much simpler approach.”
5. Focus on culture (and have courage)
“You may have stakeholders breathing down your neck,” said Hudson, “but actually investing in a bit of simplicity and clarity upfront just helps you go so much faster later. Have courage, I would say.”
Hellebrand advised “focusing on the culture and the behaviour of simplicity as soon as possible. Getting that right will flow through to everything that you do, whether it’s process or tools. Think about whether what we’re doing is adding clarity or value. And if it’s not, is it really helping us simplify how we’re trying to deliver? But if you get the culture right, you’ll eat complexity for breakfast.”
Want more? Listen to APM Podcast’s episode ‘Why Simplicity Matters in Project Management’ on Spotify or Apple Podcasts.
You may also be interested in:
- What is project communication?
- Communication and collaboration
- Join The Power of Clarity Conference today
Emma De Vita is editor of Project, the official journal of the APM that’s available (free!) to all members.
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Critical Analysis & Strategic Commentary on ‘How to Create Simplicity in Complex Projects’ By Emma De Vita, featuring insights from Hudson and Hellebrand As a project manager, team lead, and executive, I comment on this topic not merely as a theoretical exercise but as a daily operational imperative. Complexity is the default state in modern projects, arising from multi-stakeholder environments, technological interdependencies, and evolving market demands. Yet, as Steve Jobs noted, simplicity is a disciplined art, one that requires relentless focus and courage. Hudson and Hellebrand’s advice resonates deeply with my experience, but I offer the following critical and strategic reflections: 1. Power and Purpose of the Vision Agreement with Emphasis on Fidelity and Propagation A unified vision is non-negotiable. However, in practice, the challenge is not just creating a vision but ensuring it is living, continuously communicated, contextualised, and owned at every level. In our company, we ensure a “one-voice brand” system, where the vision is translated into clear project charters, team rituals, and success metrics. I’ve observed that when the vision is merely a document, complexity thrives. When it becomes a filter for every decision, from resource allocation to feature prioritisation, it simplifies choices dramatically. The key is not just alignment but activation: each team member must see their work as a direct contribution to that vision. This transforms complexity into coherence. 2. Importance of Value Value as the Engine of Engagement and Ownership Hellebrand’s rule, “ditch it if it’s not adding clarity or value”, is one I institutionalise through “value sprints”, where we audit activities against strategic value. But beyond process, value must be personal. We encourage team members to align project goals with their personal brands or values, e.g., a developer passionate about sustainability might champion efficiency optimisations that reduce carbon footprint. This creates intrinsic ownership, and the results are exponentially impactful. When people see their values reflected in the work, they don’t just deliver; they evangelise. Inclusion isn’t just demographic; it’s ideological, allowing diverse values to enrich organisational purpose. 3. ‘Ask All of the Questions’ Clarity as a Cultural Imperative This point cannot be overstated. In our teams, we ritualise “no-silly-questions” retrospectives. This practice is directly linked to the inclusivity advocated by Sheilina Somani in the APM’s Winter 2024 Volunteers Forum; psychological safety is the bedrock of simplicity. If team members fear judgement, they will hide confusion, leading to compounding errors and complexity. As a leader, I model vulnerability by asking foundational questions publicly. This also ties to decision rights: clarity evaporates when people are uncertain who holds authority. We use RACI matrices dynamically, ensuring decision rights are visible and agreed upon before kickoff. Asking questions isn’t just about understanding; it’s about challenging assumptions that create unnecessary complexity. 4. Be Clear on Decision Rights Decision Velocity as a Simplicity Metric Hudson’s emphasis here is strategically critical. In complex projects, delays often stem from ambiguous decision rights. We implement a “decision ledger” that records not only who decides but also the criteria for the decision. This reduces revisiting and second-guessing. Empowerment follows clarity: when a team know their decision boundaries, they move faster and with greater confidence. This is especially vital in matrixed organisations where stakeholders may inadvertently duplicate or contradict decisions. Simplicity here is about structure, not less governance, but smarter governance. 5. Focus on Culture (and Have Courage) Cultivating a Culture of Simplification Hudson and Hellebrand’s final point is the kingpin. Courage is the antidote to complexity-creating behaviours, like over-documentation, excessive reporting, or stakeholder-pleasing scope additions. We embed “simplicity audits” in our culture, rewarding teams that eliminate redundant processes. But courage must be modelled from the top: as an executive, I must resist the urge to demand extra data “just in case” and instead trust the clarity of our vision and value filters. This cultural shift turns complexity from a threat into fuel, as Hellebrand says, “You’ll eat complexity for breakfast.” Strategic Overview: Simplicity in complexity is not about reductionism; it’s about distillation. It requires: • Vision as a compass, not a plaque on the wall. • Value as the ultimate filter for all activities. • Questions as a tool for clarity and inclusion. • Decision rights as an empowerment framework. • Courage as the cultural engine. As leaders, our role is to architect an environment where simplicity can thrive, removing fear, clarifying purpose, and empowering ownership. The duo’s advice aligns powerfully with high-performance project leadership, but its execution depends on relentless consistency and emotional intelligence. In the end, simplicity isn’t just a technique; it’s a strategic advantage. Let us move mountains, simply. David Ola CEO and APM Volunteer