Complex project conceptualization and the linguistic turn; the case of a small Australian construction company

McKenna, Allen; Baume, Georges

doi:10.1016/j.ijproman.2015.06.005

Cited by 10 publications

(7 citation statements)

References 31 publications

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“…Whilst it is recognized that other studies (Metcalfe andSastrowardoyo 2013, McKenna andBaume, 2015) have offered methods for stakeholder groupings, the aim of this study is to offer an instrument based on a rigorous approach, to examine multiple stakeholder perception of project success, from stakeholders other than the project manager. This will determine the reasons for the apparent high failure rate of projects.…”

Section: Introductionmentioning

confidence: 99%

An empirical investigation into different stakeholder groups perception of project success

Davis

2017

International Journal of Project Management

130

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Organizations use projects to manage customized, one-off events across a wide range of functions. Project management is an essential operational tool and process that is utilized to effectively and efficiently manage resources, tasks and activities, and associated timelines. The purpose of this paper is to investigate the possibility that failure is a result of different interpretations of the criteria and factors used for success by multiple stakeholder groups. Currently, there is no recorded theory to determine project success within the project management literature, which includes both the perspective of multiple stakeholder groups and shared use of success dimensions for a given project. This omission is the basis of the current work, which explores the impact of using all stakeholder views as opposed to a selected few to define project success. The research outcomes are important for informed managerial decision making that enables the minimization of major financial losses.

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Section: Introductionmentioning

confidence: 99%

An empirical investigation into different stakeholder groups perception of project success

Davis

2017

International Journal of Project Management

130

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“…There is no recorded theory to determine project success within the project management literature, which includes both the perspective of multiple stakeholder groups and the shared use of success dimensions for a given project. Studies were focusing on evaluating on how senior management, project core team and project recipient stakeholder groups perceive project success [25], [26]. Turner and Zolin (2012) proved that stakeholders could have different perceptions of success criteria because they will focus on factors related to the criteria they perceive as necessary [23].…”

Section: Role Of Perceptionmentioning

confidence: 99%

Investigation of Possible Dominance of Factors Affecting Project Success

Sebestyén¹,

Erdei²,

Alfreahat³

2020

Proceedings of the Creative Construction E-Conference 2020

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The bottom-line of project management is to produce the deliverables successfully. However, the various participants may interpret the term 'success' differently, and they assess the result of the project along with different indicators. A traditional, widespread, and clear set of indicators for the project managers are the time-cost constraints with the goal achieved in the right quality. Since the prediction and interpretation of success is a far more complex problem, researchers and experts have long been trying to answer the most critical questions relating to the success and failure of projects. Firstly, this paper provides a summary of how the traditional success approach evolved and how the researchers tried to extend the basic model and to grab its complexity. Secondly, the research goal is to formulate a research question on the possible dominance and effects of the factors. Finally, the authors develop the process and collect the possible mathematical-statistical tools supporting the previously mentioned goals. The founding of the research question in this article can lead to original assumptions, which highlights an area of research on the success that has not been explored so far. According to our intentions, this article lays the foundations for a thorough and comprehensive analysis for understanding better

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“…Grundy (2000), Bredillet (2008), Williams and Samset (2010), Besner and Hobbs (2012b), Dick et al (2015), McKenna and Baume (2015) Risk and Uncertainty Application of scenario methodology to address complexity, risk and uncertainty. This research more often focuses on scenario methodology in conjunction with quantitative methods such as Monte Carlo simulation and Bayesian networks.…”

Section: Strategy and Businessmentioning

confidence: 99%

Exploring scenario development – a case study of two collaborative research projects

Fossum

Aarseth

Andersen

2019

IJMPB

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Purpose -The paper explores scenario development (SD) as a method for engaging known challenges in collaborative research projects, i.e. SD is the construct under investigation.Design/methodology/approach -Criticism of the dominant, rational approach to project management (PM) and its underlying hypotheses highlights a considerable PM research gap for research projects (research problem). We undertake a six-step constructive research approach to investigate if SD (the construct) constitutes a fruitful method to support the management of collaborative research projects. A two-part literature review summarizes known challenges in collaborative research projects and introduces the history and application of SD methodology. The work includes participatory action research (PAR) in two case studies, constituting a qualitative research method.Findings -We found the SD method to be useful for structuring and analysing intuitive project processes. However, using SD in the management of single projects presents some fundamental challenges. SD, like PM, struggles with issues related to myopic decisions, a "predict and provide" attitude with clear aspects of path dependency in the project front-end as well as inconsistent and/or missing identification of success criteria among different stakeholders.Research limitations/implications -This paper does not provide any comprehensive, normative account of scenario techniques or compare SD with other foresight and future studies methods. Although PAR is in itself a research method that demands systematic description and execution, the focus of this paper is the overall constructive research approach.Practical implications -The paper offers a broadened repertoire of methods to describe and analyse project stakeholder situations (collaborative aspects) and to structure and balance the need for both rational and intuitive project processes (research aspects). The SD method also supports development of graphical storylines and facilitates the use of influence diagrams, event trees and cost/benefit analysis.Originality/value -Although PM literature contains several references to SD, the practical application of SD at single-project level has, to our knowledge, never been described in the PM literature.

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Complex project conceptualization and the linguistic turn; the case of a small Australian construction company

Cited by 10 publications

References 31 publications

An empirical investigation into different stakeholder groups perception of project success

An empirical investigation into different stakeholder groups perception of project success

Investigation of Possible Dominance of Factors Affecting Project Success

Exploring scenario development – a case study of two collaborative research projects

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