Deviations, ambiguity and uncertainty in a project-intensive organization
2005 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 36, no 3, 17-26 p.Article in journal (Refereed) Published
This article analyzes deviations in an automation project. The article develops a more holistic view of the project organization, focusing on how deviations are managed. The case study demonstrates that the tools and methods suggested in the literature are rarely used, and shows the importance of the context of the project in terms of gathering information and sharing knowledge that is required to manage deviations. Furthermore, the case shows that there are a number of deviation-management tactics that are applied to different deviations, dependent on whether they are uncertain and/or ambiguous.
Place, publisher, year, edition, pages
Project Management Institute , 2005. Vol. 36, no 3, 17-26 p.
project management, deviations, uncertainty, ambiguity
IdentifiersURN: urn:nbn:se:umu:diva-16692OAI: oai:DiVA.org:umu-16692DiVA: diva2:156365