Project management of unexpected events

Organizational change in a public health care organization — The organization runs several hospitals and family care units and implemented major changes in the organizational structure as well as in routines and procedures as a consequence of poor financial results and a need for down sizing.

International Journal of Project Management ; Research approach and case overview The research is built on case studies. Reasons for the various categories of events re-openings, revisions, fine-tuning vary from case to case.

Coping with project dynamics in an inter-firm project context. New directions for project management research. For the idea that building trust requires deliberate and careful choice, see R. The product reached the market delayed and with a lower capacity than originally planned for.

In addition, the practices applied to deal with the unexpected could be trained and supported in various ways. Hypothetically, a project where no revisions occurred should be a project with extremely short time horizon, with no dependencies to other projects or companies and with only a repetitive, well known, task to attend.

Identifying project risks" for some more background. Engwall [8] provides an important contribution, highlighting how parallel activities in the organizational context, experiences and pre-project processes, institutional forces and future aspirations come together in creating the project context.

Some project managers reported the ability to design and implement innovative action to be the most important feature of a successful project manager.

Thus, models of project management become secondary and are not made a starting point for research. We are thus following the format suggested by Eisenhardt and Graebner [33]. Some of the team members are engaged in other parallel projects or in the daily work of their functional department. Consequently there is a daily fine tuning of project work and outside commitments.

Some project managers might interpret re-opening as the end of a project and the start of a new one, especially, of course, if there is a change of project manager.

No matter how successful a project manager is in protecting the project there are always inside to outside mutual contacts. This paper aims at contributing to the stream of the literature inquiring into the links between a project and its environment.

The organizations were visited several times to follow up on project progress and 10—20 interviews were conducted in each organization.

One of our cases, the medical test device development project, was not making progress as planned and as a consequence the project was halted and opened.

Project Management of Unexpected Events

Academy of Management Review ;14 4: Blair Witzel blair mcdoane.International Journal of Project Management, Volume 28, Issue 6, AugustPages TheTitanicsunk, sowhat? Project manager response to unexpected events. Project management of unexpected events Anders So¨derholm * Umea˚ School of Business, Umea˚ University, SE 87 Umea˚, Sweden Abstract Unexpected events and environmental impact not planned for are common during project implementation.

Events Active Learning Knowledge Centre Organizations Unsung Heroes. Home; Knowledge Centre Planning for the unexpected: Managing project risks; back. Planning for the unexpected: Managing project risks.

His work centres on managing multi-project portfolios and working with organizations to develop project management. In today’s dynamic and competitive world, a project manager’s key challenge is coping with frequent unexpected events. Despite meticulous planning and risk-management processes, a project manager may encounter, on a near-daily basis, such events as the failure of workers to show up at a site, the bankruptcy of a key vendor, a contradiction.

Unexpected events and environmental impact not planned for are common during project implementation.

Planning for the unexpected: Managing project risks

This article explores how unexpected events are dealt with in projects using qualitative case study data from four di erent cases. Unexpected events and environmental impact not planned for are common during project implementation.

This article explores how unexpected events are dealt with in projects using qualitative case study data from four different cases.

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Project management of unexpected events
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