The project-space model: enhancing sensemaking

Abstract

Purpose The purpose of this paper is to propose the project-space model as positively influencing sensemaking in the project context. There is currently minimal discussion of the tools used by project managers, teams and stakeholders to build their map of the project terrain or to make sense of a project’s status. However, such sensemaking is critical to ongoing decision making and aligning action in any project. Design/methodology/approach This paper uses framework analysis to examine the results of a completed action research case study that utilised a tool: the project-space model. Three frameworks are then utilised as an investigative lens to examine how the project-space model influenced sensemaking. Findings The project-space model is found to enhance sensemaking within the case study. Specifically, its visual nature, the focus it brings to the plurality of experience and the need for plausibility rather than precision in understanding. Research limitations/implications The findings are based on a single case study. Further studies could be undertaken to confirm extensibility. Practical implications The project-space model is identified as having a favourable impact on sensemaking in the case study project. There is a need to consider what other tools are currently used or could be used by project teams to enhance sensemaking. Originality/value Empirical, contextualised case study research highlighting the value of the project-space model as a sensemaking tool. Contribution to evidence on the efficacy of the project-space model as a useful tool for project managers.

Preparing project managers for the human aspects of project work: fostering sensemaking abilities

“…Andersen (2010) proposes an input-process-output perspective, in the form of the X-model, is useful for building an understanding of a project situation. Walker et al (2014) find that rich pictures are a valuable sensemaking tool in projects, and van der Hoorn and Whitty (2017a) note that the project-space model supports a collective sensemaking process in project work. In summary, sensemaking is an essential process in project work, with literature emphasizing the importance of awareness of this process and the tools to support it.…”

“…We drew on a project managing tool, the project-space model, to ground the educational approach. This visual tool offers an alternative perspective on project work and has been shown to contribute to sensemaking discussions on project status (van der Hoorn and Whitty, 2017a). We measured the impact of the educational approach through three surveys, two taken during the class and one six weeks afterwards.…”

Evaluating New Management Tools: An Exploratory Quasi-Field Experiment

“…Enabling project stakeholders to understand a situation or problem is a critical activity for project managers (van der Hoorn & Whitty, 2017a). Visuals can be effective when communicating information or to build a shared understanding of a situation in project work (Beckett, 2015;van der Hoorn & Whitty, 2017b). However, capability in creating visuals is not a standard competency for project managers (van der Hoorn, 2020).…”

Seeing the bigger picture: Conditions that influence effective engagement of project executives with visuals

“…This claim is justified by the extant recognition of the criticality of executive management support and sponsorship for project success (Ahmed, Mohamad & Ahmad 2016;Englund & Bucero 2016;Fernandes, Ward & Araújo 2015), and by the growing interest in sensemaking in the project management literature (see, for example, Oleary and Williams (2013); van der Hoorn and Whitty (2017b)). Sensemaking is a process that enables us to build an understanding of a situation from cues in the environment (Weick, Sutcliffe & Obstfeld 2005) and is a central activity for project managers to bring all stakeholders to a common understanding (Oleary & Williams 2013;van der Hoorn & Whitty 2017a). Given that senior management support is a key contributor to project success, (Ahmed, Mohamad & Ahmad 2016;Englund & Bucero 2016;Kloppenborg 2015;Yeoh & Popovič 2016) and is found to be positively related to organisational project management capability in general (Fernandes, Ward & Araújo 2015), engagement practices with these executive stakeholders are of great interest to project managing discourse.…”