Risk managements' communicative effects influencing IT project success

Bakker, Karel de; Boonstra, Albert; Wortmann, Hans

doi:10.1016/j.ijproman.2011.09.003

Cited by 43 publications

(34 citation statements)

References 18 publications

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“…De Bakker et al (2011Bakker et al ( , 2012 argue that individual risk management activities generate communicative effects which contribute to the effectiveness of instrumental actions and thus to projectsuccess.Thiscommunicativeeffect,notconsideredbythepositivisttradition,isasignificant componentofthepost-positivistview,andcreatesthecontextwhichinfluencesthesetting,itselfan integralcomponentofactivitythatcannotbeignored.Thisstudytakesthepost-positivistviewofthe worldasopentointerpretationinlinewiththeobservationsofKrane, Olsson,andRolstadås(2012) regardingdifferentperspectivesofriskheldbyprojectteamsandprojectowners.Theunderstanding ofriskintheautomotiveprojectenvironmentcanbeenhancedbytheprojectstakeholders'subjective The projects which serve as context for the case study are the implementation of SAP -a mainstreamEnterpriseResourcePlanning(ERP)system-inseveralmanufacturingfacilitiesinEurope, andthelaunchpreparationforserialproductionofnewdriverassistancesystemsforinternational carmakers.Theunitofanalysisistheentireorganisation.FollowingYin's(2012)distinctionsof designsforcasestudies,theonechoseninthisresearchisholisticasopposedtoembedded,inwhich morethanoneunitoftheorganisationaretheunitsofanalysis (Saunders,Lewis,&Thornhill,2009 …”

Section: Overview Of the Research Processmentioning

confidence: 99%

A New Maturity Model for Project Risk Management in the Automotive Industry

Irizar

Wynn

2018

International Journal of Risk and Contingency Management

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The purpose of this article is to present a new maturity model for the assessment and ongoing management of project risk management capability in the automotive industry. The research design is based on a multi-project case study analysis in a major German automotive company. The approach is qualitative and inductive, using 12 in-depth interviews with major stakeholders in the project management function in the company to provide data for the construction of the initial maturity model. This model is then verified and refined via an on-line survey and three follow-up interviews.The findings provide material for the construction of a new maturity model that can be used for the assessment of project risk management capability and as a tool for on-going monitoring and improvement. The model is structured around four dimensions of risk management – identification, assessment, allocation and appetite – and has four maturity stages – rudimentary, intermediate, standardised and corporate. The model is based on a detailed analysis of in-depth interview material in a specific industry sector. It can be used as a basis for similar research in other industries. The model adds to existing risk management maturity models and is unique in being specific to the automotive industry. It can be used by risk and project managers, and can also be adapted to other industry sectors.

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Section: Overview Of the Research Processmentioning

confidence: 99%

A New Maturity Model for Project Risk Management in the Automotive Industry

Irizar

Wynn

2018

International Journal of Risk and Contingency Management

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“…The management communication risk indicator code was assigned to the following text: "We need to have management prioritization to help people know what to work on and in what order." The objectives and tasks of strategic projects are highly dependent on management, and clear communication of the project priorities, task division, and team responsibilities are important to prevent risks to projects from occurring (De Bakker et al, 2012). Inadequate management communication has also been found to cause project schedule overruns (Herroelen, 2005;Love and Smith, 2003).…”

Section: Macro Codesmentioning

confidence: 99%

“…The implementation of preemptive project management strategies has been shown to reduce project risk events (Miller and Lessard, 2001). A good understanding of risk events can help project managers create more informed risk management plans and can lead to reduced project risk (De Bakker et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

A study of the impact of project classification on project risk indicators

Yim

Castaneda

Doolen

et al. 2015

International Journal of Project Management

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“…However, with the growth of the software industry, more and more problems come along with the increasing quantity and scale in the development of software projects. Compared with any other project, the successful rate of the software project largely reduces which forces many enterprises to suffer big lose [1][2][3]. Therefore, it is necessary to analyze and control the software project risk aiming to complete the software project as planned.…”

Section: Introductionmentioning

confidence: 99%