Project management of unexpected events

Söderholm, Anders

doi:10.1016/j.ijproman.2007.08.016

Cited by 130 publications

(109 citation statements)

References 19 publications

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“…Changes are deviations but not ail deviations are due to changes. Soderholm (2008) prefers to investigate the tenn unexpected events. He identifies three categories of unexpected evenfs appearing in projects: re-openings caused by stakeholders redefming sorne of the project parameters, revisions to plan to improve its accuracy and adapt to events, and fmally daily fine-tuning (i.e.…”

Section: Risksmentioning

confidence: 99%

Project portfolios in dynamic environments: Organizing for uncertainty

Petit

2012

International Journal of Project Management

182

153

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Section: Risksmentioning

confidence: 99%

Project portfolios in dynamic environments: Organizing for uncertainty

Petit

2012

International Journal of Project Management

182

153

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“…In order to improve our understanding of these strategies, it may be helpful to employ several notions developed within the literature on management under uncertainty (see De Meyer et al 2001;Jafaari 2001;Pich et al 2002), and on participatory planning, monitoring, and evaluation (see D'Aquino 2007;Estrella 2000;Estrella and Gaventa 1998;Nichols 2002). Research on management under uncertainty mostly stems from the project management field, and may suggest interesting ideas about the ways in which managers cope with unexpected events (Geraldi et al 2010;Söderholm 2008). On the other hand, participatory planning, monitoring, and evaluation are typically used in development programs to involve all stakeholders, particularly local communities, in all aspects of a program (Holte-McKenzie et al 2006).…”

Section: Discussionmentioning

confidence: 99%

Stakeholder Approach: What Effects Should We Take into Account in Contemporary Societies?

Lopez-De-Pedro¹,

Gilabert

2011

J Bus Ethics

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In recent years, the stakeholder approach has been widely applied in the debate on corporate social responsibility (CSR). Although many authors of this approach have reviewed many elements of the model, they have unconditionally accepted several criteria assumed by Freeman (1984) to identify stakeholders. In general, stakeholder authors have assumed that (a) the company establishes dyadic relationships with other agents, and (b) decisions made by a company only have foreseen and direct effects on other agents. These criteria have enabled researchers to understand simple processes. However, they have also prevented researchers from explaining how action comes about, and how responsibility is shared, in many complex processes taking place in contemporary societies. Such complex processes involve many agents, and each decision can generate unexpected effects which accumulate or disseminate. Furthermore, the normative structure governing these processes can affect and/or be affected by the actions of agents. In this study, we propose new criteria to expand the stakeholder model and facilitate the study of CSR in such processes.

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“…In fact, instead of 'project planning', 'project re-planning' should be considered as the actual process extending throughout the project life cycle. Moreover, continuous re-planning implies making assumptions about the future, to develop a more realistic plan (Soderholm, 2008). For instance, a resourceloaded schedule, which is a very common planning tool, may anticipate a future work overload requiring immediate outsourcing measures.…”

Section: Project Planning and Controlmentioning

confidence: 99%

Data management in project planning and control

Caron

2015

IJDS

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Abstract:The paper focuses on the importance of an early engagement of stakeholders to manage the project along its entire life cycle. An increasing level of uncertainty and complexity tends to generate an increasing level of unpredictability, since it is difficult to anticipate all the possible dynamics, internal and external, affecting a complex project. Improving the forecasting/ planning process requires the usage of all the data available to the project team, in particular when facing a high level of uncertainty and complexity. In fact, stakeholders are the main sources of knowledge about the project and their early engagement may significantly increase the amount of knowledge, both explicit and tacit, available. As a consequence, project planning and control may be considered as a participatory process resulting from the interaction of the project team with all the stakeholders involved in the project.Keywords: data management; project planning and control; project uncertainty and complexity; forecasting process; knowledge sources; early engagement of project stakeholders.Reference to this paper should be made as follows: Caron, F. (xxxx) 'Data management in project planning and control', Int.

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Project management of unexpected events

Cited by 130 publications

References 19 publications

Project portfolios in dynamic environments: Organizing for uncertainty

Project portfolios in dynamic environments: Organizing for uncertainty

Stakeholder Approach: What Effects Should We Take into Account in Contemporary Societies?

Data management in project planning and control

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