Fundamental uncertainties in projects and the scope of project management

被引：381

作者：

Business School, The Institute of Business and Law, Bournemouth University, Christchurch House, Fernbarrow, Poole, BH12 5BB, United Kingdom ^{[1
]}

不详 ^{[2
]}

不详 ^{[3
]}

不详 ^{[4
]}

机构：

[1] Business School, The Institute of Business and Law, Bournemouth University, Fernbarrow, Poole, BH12 5BB, Christchurch House

[2] University of Technology, Sydney, Broadway, NSW 2007

[3] ESC Lille, 59777 Euralille, Avenue Willy Brandt

[4] School of Management, University of Southampton, Highfield, Southampton

来源：

Int. J. Proj. Manage. | 2006年 / 8卷 / 687-698期

基金：

英国工程与自然科学研究理事会;

关键词：

Hard and soft projects; Organisational capabilities; Trust; Uncertainty management;

D O I：

10.1016/j.ijproman.2006.09.011

中图分类号：

学科分类号：

摘要：

This paper builds on discussions that took place over a series of meetings in the UK of the Rethinking Project Management Network. The management of uncertainty is seen as a necessary condition for effective project management. Sources of uncertainty are wide ranging and have a fundamental effect on projects and project management. These sources are not confined to potential events, and include lack of information, ambiguity, characteristics of project parties, tradeoffs between trust and control mechanisms, and varying agendas in different stages of the project life cycle. Common project management practice does not address many fundamental sources of uncertainty, particularly in 'soft' projects where flexibility and tolerance of vagueness are necessary. More sophisticated efforts to recognise and manage important sources of uncertainty are needed. Such efforts need to encompass organisational capabilities, including some aspects of organisation culture and learning. © 2006 Elsevier Ltd and IPMA.

引用

页码：687 / 698

页数：11

共 28 条

[11]

Cooper K.G., Naval ship production: a claim settled and a framework built, Interfaces, 10, 6, pp. 20-36, (1980)

[12]

Crawford L., Pollack J., Hard and soft projects: a framework for analysis, International Journal of Project Management, 22, 8, pp. 645-653, (2004)

[13]

Crawford L.H., Hobbs J.B., Turner J.R., Project Categorization Systems: Aligning Capability with Strategy for Better Results, Newtown Square, (2005)

[14]

Crawford L., Costello K., Towards a transferable methodology for managing strategic change by projects, IRNOP IV Conference - Paradoxes of Project Collaboration in the Global Economy: Interdependence, Complexity and Ambiguity, (2000)

[15]

Costello K., Crawford L., Bentley L., Et al., Connecting soft systems thinking with project management practice: an organizational change case study, Systems Theory and Practice in the Knowledge Age, (2002)

[16]

Midgley G., Systemic Intervention: Philosophy, Methodology, and Practice, (2000)

[17]

Atkinson R.W., Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria, International Journal of Project Management, 17, 6, pp. 337-342, (1999)

[18]

Thiry M., Combining value and project management into an effective programme management model, International Journal of Project Management, 20, 3, pp. 221-227, (2002)

[19]

Coopey J., Learning to trust and trusting to learn, Management Learning, 29, 3, pp. 365-382, (1998)

[20]

Munns A.K., Potential influence of trust on the successful completion of a project, International Journal of Project Management, 13, 1, pp. 19-24, (1995)

← 1 2 3 →