umu.sePublikationer
Ändra sökning
RefereraExporteraLänk till posten
Permanent länk

Direktlänk
Referera
Referensformat
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Annat format
Fler format
Språk
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Annat språk
Fler språk
Utmatningsformat
  • html
  • text
  • asciidoc
  • rtf
Three modes of deviation handling: coping with unexpected events in project management
Umeå universitet, Samhällsvetenskapliga fakulteten, Handelshögskolan vid Umeå universitet.
Industrial Information and Control Systems, School of Electrical Engineering, KTH - Royal Institute of Technology, Stockholm .
2006 (Engelska)Ingår i: Technology management for the global future, 2006, s. 2236-2243Konferensbidrag, Publicerat paper (Refereegranskat)
Abstract [en]

Most of the project management tools suggested in the literature are effective under perfect conditions with unlimited resources. However by definition, projects are neither unlimited in time nor resources, which creates a gap between the perfect conditions and the reality that most project managers and teams face. The case studies that this paper investigates are based on in-depth participative observations, interviews, emails and other written material. The results are rather surprising as project teams do not seem to use methods suggested in the literature when responding to the sudden appearance of unexpected situations, that is; deviations. The cases give an insight into the dynamics of project management and how informal teams are used to increase speed and flexibility. These informal teams could meet when needed in order to discuss and solve problems or changes. Further, in two of the cases, traditional project planning was not used at the top management level to plan and coordinate the projects. Thus, the cases show that the management of projects according to traditional plans is not the only means of making a project successful. Instead, the creation of a flexible organization that can identify, react, and act upon the changes that most likely will occur becomes more crucial in order to be able to successfully deliver the project

Ort, förlag, år, upplaga, sidor
2006. s. 2236-2243
Identifikatorer
URN: urn:nbn:se:umu:diva-19824DOI: 10.1109/PICMET.2006.296813ISBN: 1-890843-14-8 (tryckt)OAI: oai:DiVA.org:umu-19824DiVA, id: diva2:207460
Konferens
PICMET 2006
Tillgänglig från: 2009-03-11 Skapad: 2009-03-11 Senast uppdaterad: 2018-06-09Bibliografiskt granskad

Open Access i DiVA

Fulltext saknas i DiVA

Övriga länkar

Förlagets fulltext

Personposter BETA

Hällgren, Markus

Sök vidare i DiVA

Av författaren/redaktören
Hällgren, Markus
Av organisationen
Handelshögskolan vid Umeå universitet

Sök vidare utanför DiVA

GoogleGoogle Scholar

doi
isbn
urn-nbn

Altmetricpoäng

doi
isbn
urn-nbn
Totalt: 60 träffar
RefereraExporteraLänk till posten
Permanent länk

Direktlänk
Referera
Referensformat
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Annat format
Fler format
Språk
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Annat språk
Fler språk
Utmatningsformat
  • html
  • text
  • asciidoc
  • rtf