Project Management of Unexpected Events
International Journal of Project Management 26 (2008) 80–86 www.elsevier.com/locate/ijproman Project management of unexpected events
Anders So¨derholm
*
Umea° School of Business, Umea° University, SE-901 87 Umea° , Sweden
Abstract
Unexpected events and environmental impact not planned for are common during project implementation. This article explores how unexpected events are dealt with in projects using qualitative case study data from four di erent cases. Results show four di erent approaches to deal with unexpected events: innovative action, applying detachment strategies, setting up intensive meeting schedules and negotiating project conditions are common approaches to deal with the unexpected events. The discussion shed new light on one common situations during project execution – i.e. dealing with unexpected events – that is not normally included in the best practice models of project management.
Ó 2007 Elsevier Ltd and IPMA. All rights reserved.
Keywords: Project management practice; Unexpected events
1. Introduction
On the contrary, project management models fully illumi- nate the project itself while leaving the environment some-
Project management practices are often, in the text book what hidden in darkness
[1]
. version and from the project manager’s viewpoint, con-
However, investigating the relations between project ceived of as ‘‘executing the plan’’ as e cient as possible execution and the project environment is being an increas- while avoiding di culties and deviations. As a conse- ingly more interesting issue for at least three reasons. First, quence, dealing with the project environment is also a part many projects are organized in networks having several of the execution assignment and included in the plan. First, partners [2,3] thus being dependent on several host organi- environment is taken care of at scheduled points in time, zations and somewhat di erent goals. Second, organiza- for example, at
Anders So¨derholm
*
Umea° School of Business, Umea° University, SE-901 87 Umea° , Sweden
Abstract
Unexpected events and environmental impact not planned for are common during project implementation. This article explores how unexpected events are dealt with in projects using qualitative case study data from four di erent cases. Results show four di erent approaches to deal with unexpected events: innovative action, applying detachment strategies, setting up intensive meeting schedules and negotiating project conditions are common approaches to deal with the unexpected events. The discussion shed new light on one common situations during project execution – i.e. dealing with unexpected events – that is not normally included in the best practice models of project management.
Ó 2007 Elsevier Ltd and IPMA. All rights reserved.
Keywords: Project management practice; Unexpected events
1. Introduction
On the contrary, project management models fully illumi- nate the project itself while leaving the environment some-
Project management practices are often, in the text book what hidden in darkness
[1]
. version and from the project manager’s viewpoint, con-
However, investigating the relations between project ceived of as ‘‘executing the plan’’ as e cient as possible execution and the project environment is being an increas- while avoiding di culties and deviations. As a conse- ingly more interesting issue for at least three reasons. First, quence, dealing with the project environment is also a part many projects are organized in networks having several of the execution assignment and included in the plan. First, partners [2,3] thus being dependent on several host organi- environment is taken care of at scheduled points in time, zations and somewhat di erent goals. Second, organiza- for example, at
References: 86 A. So¨ derholm / International Journal of Project Management 26 (2008) 80–86 B, Sevon G, editors