A project contingency framework based on uncertainty and its consequences

Howell, David; Windahl, Charlotta; Seidel, Robert J.

doi:10.1016/j.ijproman.2009.06.002

Cited by 134 publications

(147 citation statements)

References 31 publications

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“…For example, in 2001, Lyneis et al argued that if projects are unique then learning across projects is difficult [10]. By 2010, Howell et al were suggesting that, as every project operates in a different context, it should be managed accordingly [11]. This line of thought brings the whole basis of a definitive list of generally applicable CSFs into question, whilst also raising questions about the ongoing endeavour to identify such a list.…”

Section: The Same Difference?mentioning

confidence: 99%

“…Lauras et al then questioned whether it is possible for a project manager to control numerous CSFs in a very complex project environment, particularly if that project is unique and highly subject to its context [43]. Almost in response, Howell et al propose their Project Contingency Theory, arguing that as every project operates in a different context, it should be managed accordingly [11]. The 'one size fits all' approach is sub-optimal; a project's structure and management practices should be tailored to suit its context.…”

Section: Csfs: the Route To Project Successmentioning

confidence: 99%

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Increasing the Value of Research: A Comparison of the Literature on Critical Success Factors for Projects, IT Projects and Enterprise Resource Planning Projects

Warren

2016

Systems

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Since the beginning of modern project management in the 1960s, academic researchers have sought to identify a definitive list of Critical Success Factors (CSFs), the key things that project managers must get right in order to deliver a successful product. With the advent of Information Technology (IT) projects and, more recently, projects to deliver Enterprise Resource Planning (ERP) systems, attention has turned to identifying definitive lists of CSFs for these more specific project types. The purpose of this paper is to take stock of this research effort by examining how thinking about each type of project has evolved over time, before producing a consolidated list of CSFs for each as a basis for comparison. This process reveals a high degree of similarity, leading to the conclusion that the goal of identifying a generic list of CSFs for project management has been achieved. Therefore, rather than continuing to describe lists of CSFs, researchers could increase the value of their contribution by taking a step forward and focusing on why, despite this apparent knowledge of how to ensure their success, ERP projects continue to fail.

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Section: The Same Difference?mentioning

confidence: 99%

Section: Csfs: the Route To Project Successmentioning

confidence: 99%

Increasing the Value of Research: A Comparison of the Literature on Critical Success Factors for Projects, IT Projects and Enterprise Resource Planning Projects

Warren

2016

Systems

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“…Contingency theory indicated that the most effective firm strategy and structure would vary according to the environmental demand and external condition of the firm [55,56]. Those environmental demands and external conditions which impact the firm specific under consideration are known as contingency factors.…”

Section: Contingency Theorymentioning

confidence: 99%

Moderating effect of environmental turbulence on firm’s technological innovation capabilities (TIC) and business performance in the automotive industry in Malaysia: A conceptual framework

Rahim

Zainuddin

2016

MATEC Web Conf.

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Abstract. The dimensions that constitute the technological innovation capabilities (TIC) can be a source to improve business performance. Based on the resource-based view and contingency theory, this paper tries to propose a conceptual model to further understand the moderating role of environmental turbulence in effecting of the firm's TIC on firm's business performance in the automotive industry in Malaysia. This paper then developed into concrete research hypotheses for future studies. The conceptual model will serve to guide further research in the area, which can be expected to contribute in the development of automotive industry in Malaysia. Empirical testing of this proposed model is expected in future study using survey instrument.

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“…Assessing the project against the scale of each dimension-often in the form of a radar (or spider) chart-enables the risk profile of the project to be plotted for analysis of where risk treatments might be best applied. Examples of this approach are provided by McFarlan (1981), Ropponen and Lyytinen (2000), Wallace et al (2004a), Shenhar and Dvir (2004), Han and Huang (2007), Howell et al (2010), and Taylor et al (2012). Shenhar and Dvir, for example, identify four key project dimensions against which project risk can be assessed: product novelty, technological uncertainty, complexity, and pace.…”

Section: Risk Management As Factor Analysis (Contingency School)mentioning

confidence: 99%

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Hazır

Haouari

Erel

2014

Handbook on Project Management and Scheduling Vol. 2

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This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

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A project contingency framework based on uncertainty and its consequences

Cited by 134 publications

References 31 publications

Increasing the Value of Research: A Comparison of the Literature on Critical Success Factors for Projects, IT Projects and Enterprise Resource Planning Projects

Increasing the Value of Research: A Comparison of the Literature on Critical Success Factors for Projects, IT Projects and Enterprise Resource Planning Projects

Moderating effect of environmental turbulence on firm’s technological innovation capabilities (TIC) and business performance in the automotive industry in Malaysia: A conceptual framework

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

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