On the management of deviations
2007 (English)Manuscript (preprint) (Other academic)
Traditionally projects are considered means for getting things done simultaneously striving for efficient and accurate methods – meaning, doing more in less time. A consequence, not often discussed, is that doing more things in less time with a closer focus on cost, will inevitably lead to a more complex and tightly connected project execution system which is more sensitive to deviations. Following a “project-as-practice” perspective this paper explores and analysis how deviations are managed. The findings suggest that even though the company manages about 120 projects/year deviations cannot be avoided. The deviations were found to initially de-couple (process of creating loosely coupled activities) from the overall project process and later on re-couple (process of tight coupling activities) when the deviation were solved. The paper suggests that the management of deviations is dynamic and changing and that the concept of coupling is a fruitful way of exploring the dynamic process.
Place, publisher, year, edition, pages
projects, practice, observations, deviations
IdentifiersURN: urn:nbn:se:umu:diva-26327OAI: oai:DiVA.org:umu-26327DiVA: diva2:241878
Manuskripttill konferensen EURAM 20072009-10-062009-10-062011-03-22Bibliographically approved