Aim, Fire, Aim—Project Planning Styles in Dynamic Environments

Abstract

Ph 61 401991111 (8400 words)Indexing words: dynamism, dynamic, planning, emergent, iterative project management Abstract Rapidly changing environments are a newly recognized and increasing challenge in the field of project management. Traditional prescriptive approaches, orientated around process control, are considered sub-optimal in meeting this challenge. In this article, the authors present an exploratory theorybuilding study aiming to identify the project management approaches used by experienced practitioners to respond to rapidly changing environments. The results of thirty-seven semi-structured interviews with thirty-one participants across ten industries (i.e. construction, aerospace, international community development, pharmaceutical, defense, film production, startups, venture capital, research, and information technology) were analyzed according to the planning styles used. Results are discussed in the light of previous research and a model for better management in rapidly changing environments proposed.Pre-publish draft.

Project portfolios in dynamic environments: Organizing for uncertainty

“…This classification was used to study the project management approaches in rapidly changing environments (Collyer et al, 2010). The classification that they propose is used to structure this section: The simplest approach to deal with the challenges of a dynarnic environment is to attempt to make it more static by resisting change.…”

A Lean Approach for Real-Time Planning and Monitoring in Engineer-to-Order Construction Projects

“…Traditional project management methods used for scheduling of construction projects are MS Excel spreadsheets for work planning or MS Project schedules visualizing Gantt charts generated on a Critical Path Method (CPM) basis [15]. In Collyer et al [16], researchers found that traditional project management methodologies have difficulties in dynamic environments due to three major types of changes: (1) project goals; (2) materials, resources tools, and techniques; and (3) relationships with other projects. Therefore, these traditional project management methods are generally not sufficient for the research objectives of this work.…”

Gestão De Projetos: Uma Análise Crítica Da Norma Iso 21500

“…Adicionalmente, o foco na qualidade é uma das principais medidas, seguido pelos processos, métodos e ferramentas que são essenciais para o desenvolvimento (FERNANDEZ;FERNANDEZ, 2008;COLLYER et al, 2010). Com a descrição destes aspectos, torna-se possível direcionar as atividades e consequentemente realizar modificações de acordo com a necessidade.…”

“…Na mesma direção, os aspectos gerais podem ser contabilizados, pois já que os processos, métodos e ferramentas estão presentes, a iniciação pode ser realizada, por conseguinte as análises das possibilidades já podem ser consideradas, bem como o planejamento apresentado de forma adequada (COLLYER et al, 2010;CONFORTO;AMARAL, 2010). A definição desses passos remete diretamente a execução do que foi planejado, com a chance de inclusão de novas ideias que possam colaborar efetivamente com o desenvolvimento.…”

“…Quando o planejamento é realizado, muitos assuntos são abordados, como, por exemplo, escopo, cronograma, custos operacionais e riscos que possivelmente incorrem em um projeto (FERNANDEZ;FERNANDEZ, 2008;COLLYER et al, 2010). Estes detalhes são extremamente importantes, pois são relativos às estratégias que podem proporcionar a melhora na qualidade dos produtos e serviços que são oferecidos pela organização, entre outras questões que podem ser abordadas (CONFORTO; AMARAL, 2010;MENA-NIETO, 2013).…”