Project management of unexpected events

The customer changed system specifications at several occasions, causing loops in the design process. Critical project phases are similar to the previous case presented; including bidding, system design, shipping, construction and hand-over.

Delays during construction had an impact on the time frame available for testing. Their specific competence is related to particular cargo types where their products are especially well suited.

But, by discussing it as re-opening it is clarified that it is basically the same project even though some major parts of it might have been changed during the re-opening. First of all, team members are passing in and out from the project; physically as well as mentally.

International Journal of Project Management ;24 1: This is obvious as the more distant future is less easy to foresee.

Project Management of Unexpected Events

Delays in deliveries from sub-contractors and unexpected problems at site created several unexpected path of events that needed to be attended to by managers. Project management quality and the value of flexible strategies. Design innovations in other parallel projects were included in the focal project as well.

Data was collected through interviews and documents. As a consequence, dealing with the project environment is also a part of the execution assignment and included in the plan.

We will concentrate on the execution or implementation stage when project progress is actually being achieved. This article explores how unexpected events are dealt with in projects using qualitative case study data from four different cases. Accepting Risk Another way to address risk is by accepting it -- not doing anything about it.

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.

Even though all members were only hired to work with one project there would still be a number of ways for experiences, knowledge, etcetera, from the outside to get in and likewise ways for experience, etcetera from the inside to get out.

It included a completely new budget and accounting system, new effectiveness and efficiency measurements and changes in the organizational structure of units, annual planning cycle and intra-organizational relations.

In the last article, I spoke about recognizing project risks -- the process of identifying things that can threaten your project and categorizing them according to the potential harm they can do.

What project management really is about. Most companies have procedures on how to deal with customer related changes, or procedures on the routine to apply if a major problem occurs that may jeopardize the success of the project.

Planning for the unexpected: Managing project risks

Three categories of events: A new corporate landscape and a renewed set of management challenges arise in such organizational settings requiring new approaches to understand operations as well as management [4,7], see also [34].The project management team will assign the appropriate resources to the technology managers to ensure the accomplishment of project goals.

The more complex the technology, the more resources the technology manager typically needs to meet project goals, and each of those resources could face unexpected problems. 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.

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 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. Keywords: Project management practice; Unexpected events 1. Introduction Project management practices are often, in the text book version and from the project manager’s viewpoint, conceived of as ‘‘executing the plan’’ as efficient as possible while avoiding difficulties and deviations.

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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