Identification of Early Warning Signs in Front-End Stage of Projects, an Aid to Effective Decision Making

Hajikazemi, Sara; Andersen, Bjørn; Krane, Hans Petter

doi:10.1016/j.sbspro.2013.03.011

Cited by 17 publications

(21 citation statements)

References 15 publications

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“…At this stage, it is important not only to form a "correct project", but also to determine "the correct mechanism for its implementation". It should take into account the interests of parties concerned as well as any uncertainty, which is an integral feature of the project environment [10]. Consequently, since the pricing strategy of a construction contract is one of the basic prerequisites for the success of the project and a means of proactive regulation of the relationship between the client and the contractor, it is advisable to choose the price model during such stages as the formation of a concept, feasibility study, and project planning.…”

Section: Literature Review and Problem Statementmentioning

confidence: 99%

An algorithm of selecting the pricing model for a construction contract

Bugrov

Бугрова

2019

EEJET

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Section: Literature Review and Problem Statementmentioning

confidence: 99%

An algorithm of selecting the pricing model for a construction contract

Bugrov

Бугрова

2019

EEJET

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“…Uncertainty is a major compounding factor to the complexity of projects and as a result, it is considered to be an integral component of project complexity (De Araujo et al, 2017;Salah & Moselhi, 2016). However, uncertainty can be viewed separately from complexity as a contributing factor alongside structural complexity to form the sum of the overall difficulties facing project management and therefore represents the entire complexity of the project (Haji-Kazemi et al, 2013;Qureshi & Kang, 2015;Williams, 1999).…”

Section: Complex Systems and Project Complexitymentioning

confidence: 99%

“…Changes and alterations made to project goals in the light of future uncertainty result in the increase of project complexity in two primary forms (Haji-Kazemi et al, 2013;Qureshi & Kang, 2015;Williams, 1999):…”

Section: Complex Systems and Project Complexitymentioning

confidence: 99%

“…There are two primary causes that contribute to an increase of a project's overall structural complexity: the interactions concerning product complexity and the project's complexity. As the demand for updated products increases, product models in some industries completely phase out their predecessor, and each generation of the product develops an increased structural complexity (Haji-Kazemi et al, 2013;Qureshi & Kang, 2015;Williams, 1999).…”

Section: Complex Systems and Project Complexitymentioning

confidence: 99%

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Understanding Risk and Uncertainty Management Practice in Complex Projects

Hasani¹,

Regan²

2017

ELP

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The project management literature extensively documents project failures and observes that increases in project complexity have played a role in such failures. Additionally, the literature expresses concern that prescribed industry risk management standards are not sufficiently robust to assist in the management of risk and uncertainty, especially in complex projects. Yet, the management of risk and uncertainty is the cornerstone of the project manager's role. There is limited evidence in the literature of empirical research focused primarily on the management of risk and uncertainty with complex projects. This paper aims to investigate the practices used by project managers to address risk and uncertainty and to critically analyse the success of these methods in complex projects. The findings of this paper is contribute to addressing practical challenges, issues and concerns facing project managers in relation to the management of risk and uncertainty in complex project environments. Risk and uncertainty are vital elements of projects and this paper will act as a guide for the improvement of risk management and uncertainty practices and further contribute to the collection of empirical research relating to this topic.

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“…The real world is flooded with information, which is often ambiguous, inaccurate and incomplete; much information may be early signs of current cycle interruption, a break, which may be beneficial or harmful for business (Ansoff, 1975). Identification of an early sign can greatly contribute to making better decisions in the early stages of a project (Haji-Kazemi, Andersen, & Krane, 2013). Usually, however, project managers do not act upon them (Williams, Klakegg, Walker, Andersen, & Magnussen, 2012).…”

Section: Introductionmentioning

confidence: 99%

Unknown Unknowns in Innovative Projects: Early Signs Sensemaking

Russo

Sbragia

Abraham

2017

BAR, Braz. Adm. Rev.

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This study aims to understand early signs' sensemaking relevance to identifying unknown unknowns on innovative projects. When managing these projects, early signs of changes in the environment, combined with a sensemaking process, can help identify them prior to their occurrence and mitigate unwanted effects of these uncertainties. To this end, we conducted a field research to assess 16 projects, totaling 35 events representative of this kind of uncertainty. Based on in-depth interviews, we performed an initial qualitative analysis, and then applied nonparametric statistical tests. Early signs perception in cases where external factors may cause the occurrence of unknown unknowns show that this perception and the search for information are relevant to identifying unk unks. Furthermore, some biases, such as overconfidence and unrealistic optimism, can hinder it. There was a high prevalence of project managers detecting early signs of change in their projects at the beginning of the project. However, the majority of perceived early signs can be considered to be the first symptoms of a problem. Thus, as a contribution, we suggest: learning processes, which can provide sensemaking for early signs in unknown unknowns; project managers stimulating their team to be alert to environmental changes that may affect the project; and discussion of early signs perceived by the team during stakeholder management.

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Identification of Early Warning Signs in Front-End Stage of Projects, an Aid to Effective Decision Making

Cited by 17 publications

References 15 publications

An algorithm of selecting the pricing model for a construction contract

An algorithm of selecting the pricing model for a construction contract

Understanding Risk and Uncertainty Management Practice in Complex Projects

Unknown Unknowns in Innovative Projects: Early Signs Sensemaking

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