Project management approaches for dynamic environments

Collyer, Simon; Warren, Clive M.J.

doi:10.1016/j.ijproman.2008.04.004

Cited by 143 publications

(126 citation statements)

References 28 publications

(57 reference statements)

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“…The needs of other dimensions may outweigh those of dynamism. Previous research suggested that the causes of change can be organized into three broad categories (Collyer & Warren, 2009) Change in materials, resources, tools and techniques Changing relationships with other related projects, services or products Changing goals due to changes in what is possible, changes in competition, or changes in the general business environment, such as government policy Examples of problems caused by project dynamism include: (a) difficulty planning, (b) short timeframes, (c) high levels of interdependence between projects, (d) high levels of customization, (e) planning for uncertain outcomes, (f) balancing flexibility with reliability and accountability, (g) balancing decision quality against decision speed, and (h) timing scope freeze during rapid change (Collyer & Warren, 2009). …”

Section: Introductionmentioning

confidence: 99%

“…To date, the challenge faced by projects conducted in dynamic and uncertain environments is a key unresolved project management issue (Collyer & Warren, 2009;Gray & Larson, 2003). In recognition of this, Collyer and Warren (2009) reviewed the literature on project dynamism and approaches for managing it, and provided a fuller explanation of change causes and approaches for managing rapid change (see Collyer and Warren, 2009 for a full revision of the research surrounding each approach):…”

Section: Introductionmentioning

confidence: 99%

“…In recognition of this, Collyer and Warren (2009) reviewed the literature on project dynamism and approaches for managing it, and provided a fuller explanation of change causes and approaches for managing rapid change (see Collyer and Warren, 2009 for a full revision of the research surrounding each approach):…”

Section: Introductionmentioning

confidence: 99%

“…• Environmental manipulation (Make Static) is about resisting change in the project and the industry generally to better allow traditional waterfall style detailed planning (Collyer & Warren, 2009). This involves active efforts to reduce the amount of dynamism in the general project environment.…”

Section: Introductionmentioning

confidence: 99%

“…This may also be known as rolling wave or iterative (Collyer & Warren, 2009). This approach involves starting with a high level framework plan and then filling the details in as they are made available.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

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

Collyer

Warren

Hemsley

et al. 2010

Project Management Journal

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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.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

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

Collyer

Warren

Hemsley

et al. 2010

Project Management Journal

Self Cite

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Treatment of the uncertainties in prioritization of information technology projects: A hybrid multicriteria approach

Pariz

Carvalho²,

Rebelo³

et al. 2022

Multi Criteria Decision Anal

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Prioritizing information technology (IT) projects for resource direction is a complex decision‐making process that involves the analysis of qualitative and subjective criteria. The uncertainty of the subjective and imprecise assessments derived from estimated data that represent the analyzed criteria characterizes the decision‐making process. To reduce the uncertainties related to IT project priority setting, we proposed a model based on a hybrid multicriteria method composed by the best–worst method to establish the weights of the criteria and fuzzy‐TOPSIS to define the project ranking. The model allows us (1) to define strategic subcriteria, (2) adjust the weights according to the company's reality, (3) to deal with the uncertainties of the evaluations of the decision makers, and (4) provide the project ranking that translates reality into the distribution of resources in the IT sector. Finally, we applied the model to a case study in the IT sector of a Brazilian agroindustrial cooperative. For the managers, the method provides a precise decision aiding tool. Although the model has been applied to the prioritization of IT projects in a cooperative, the same can be generalized to the IT sectors of other companies.

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Project Portfolios in Dynamic Environments: Sources of Uncertainty and Sensing Mechanisms

Petit

Hobbs

2010

Project Management Journal

102

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This article addresses the research question: How is uncertainty affecting project portfolios managed in dynamic environments? The management of four portfolios was studied in two large multidivisional corporations. The portfolios were characterized by a high degree of uncertainty and many interdependencies between the projects. The results of this research indicate that the sources of change go beyond the two groups identified in The PMI Standard for Portfolio Management (Project Management Institute, 2006), that is, (a) Portfolio Performance and (b) Business Strategy Changes. The sensing mechanisms put in place by both companies primarily addressed uncertainty related to project scope.

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Project management approaches for dynamic environments

Cited by 143 publications

References 28 publications

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

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

Treatment of the uncertainties in prioritization of information technology projects: A hybrid multicriteria approach

Project Portfolios in Dynamic Environments: Sources of Uncertainty and Sensing Mechanisms

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