Why projects fail? How contingency theory can provide new insights – A comparative analysis of NASA’s Mars Climate Orbiter loss

Sauser, Brian; Reilly, Richard R.; Shenhar, Aaron J.

doi:10.1016/j.ijproman.2009.01.004

Cited by 204 publications

(153 citation statements)

References 29 publications

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“…A literatura que estuda o gerenciamento de riscos em projetos (PROJECT..., 2008;VALERIANO, 1998;KEELLING, 2006;CARVALHO;RABECHINI JUNIOR, 2011;SALLES JUNIOR et al, 2009;HILLSON, 2001;UNITED STATES, 2002;RAZ;SHENHAR;DVIR, 2002;WIDEMAN, 1992), revista nesta pesquisa, recomenda que as organizações desenvolvam processos, técnicas e ferramentas no intuito de se obter eficiência no processo gerencial e melhores desempenho nos resultados em projetos. Tais recomendações são aderentes aos resultados aqui encontrados, considerando-se a percepção dos respondentes quanto ao sucesso de projetos.…”

Section: Discussão Dos Resultados E Hipótesesunclassified

“…Em termos da variável faturamento da empresa esperava-se encontrar nas empresas de maior porte a existência de processos organizados e, por consequência, com impacto moderador entre o gerenciamento de risco e a percepção de sucesso (VALERIANO, 1998;SALLES JUNIOR et al, 2009;PROJECT..., 2008). Esperava-se, também, conforme argumentos sustentados por Shenhar e Dvir (2010), que a variável tipo de projeto tivesse impacto significativo como moderadora entre o gerenciamento de risco e a percepção de sucesso.…”

Section: Discussão Dos Resultados E Hipótesesunclassified

“…A preocupação com gerenciamento de riscos tornou-se mais evidente, para a comunidade de gerenciamento de projetos, após a publicação da pesquisa de Ibbs e Kwak (2000), em que foi reconhecida essa área de conhecimento como sendo a mais carente em termos gerenciais, examinados em três dos quatro setores econômicos estudados (CARVALHO; RABECHINI JUNIOR, 2011;SALLES JUNIOR et al, 2009).…”

Section: Fundamentos Teóricosunclassified

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Relacionamento entre gerenciamento de risco e sucesso de projetos

Rabechini

Carvalho

2012

Prod.

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ResumoEste trabalho apresenta os resultados de uma pesquisa feita em quatro estados brasileiros sobre adoção de práticas de gerenciamento de riscos em projetos com diferentes tipos de complexidade. A pesquisa de campo envolveu 415 projetos de nove setores econômicos distintos. O material obtido foi coletado por meio de questionário aplicado em gerentes e membros de equipe de projetos. Os resultados mostraram que há impacto significativo e positivo da adoção de práticas de gerenciamento de riscos no sucesso dos projetos. Mostrou também que há dependência entre percepção de sucesso e presença/ausência de gerente de risco, havendo impacto positivo da presença do gerente de risco no sucesso dos projetos. As principais limitações da pesquisa concernem às escolhas metodológicas de amostra não probabilística, empregando questionário baseado na percepção dos respondentes. O trabalho originalmente integra a visão de práticas de gerenciamento de riscos com resultados em projetos, servindo de base para novos estudos em outros setores e áreas de conhecimento de projetos. Palavras-chaveGestão de riscos em projetos. Tipologia de projetos. Complexidade de projetos. Gestão da inovação.

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Section: Discussão Dos Resultados E Hipótesesunclassified

Section: Fundamentos Teóricosunclassified

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Relacionamento entre gerenciamento de risco e sucesso de projetos

Rabechini

Carvalho

2012

Prod.

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“…In relation to this discussion, identifying lists of CSFs as an academic study is one thing, but seeking evidence of their application in practice and the effect of that application is another. Sauser et al confirm that, despite their academic popularity, their application has not been successful and the identification of CSF lists and frameworks seems to have had little impact on project management practices [83]. In their view, few organisations are actually using these findings to improve their project management processes.…”

Section: Figure 1 Csfs For Traditional It and Erp Projects Comparedmentioning

confidence: 99%

Increasing the Value of Research: A Comparison of the Literature on Critical Success Factors for Projects, IT Projects and Enterprise Resource Planning Projects

Warren

2016

Systems

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Since the beginning of modern project management in the 1960s, academic researchers have sought to identify a definitive list of Critical Success Factors (CSFs), the key things that project managers must get right in order to deliver a successful product. With the advent of Information Technology (IT) projects and, more recently, projects to deliver Enterprise Resource Planning (ERP) systems, attention has turned to identifying definitive lists of CSFs for these more specific project types. The purpose of this paper is to take stock of this research effort by examining how thinking about each type of project has evolved over time, before producing a consolidated list of CSFs for each as a basis for comparison. This process reveals a high degree of similarity, leading to the conclusion that the goal of identifying a generic list of CSFs for project management has been achieved. Therefore, rather than continuing to describe lists of CSFs, researchers could increase the value of their contribution by taking a step forward and focusing on why, despite this apparent knowledge of how to ensure their success, ERP projects continue to fail.

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“…The cases showed that a large project including lots of employees (case 1), was not perceived as complex, whereas a small brownfield project (case 4) was perceived as complex by experienced professionals. Hence the project context is important in assessing a project's complexity, as well as other than technical aspects that at first sight might be overlooked (Sauser et al 2009;Antoniadis et al 2011). Drivers of complexity are different for different participants and these drivers come from very different areas.…”

Section: The Need For a Complexity Frameworkmentioning

confidence: 99%

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

Hazır

Haouari

Erel

2014

Handbook on Project Management and Scheduling Vol. 2

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This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Exempted from this legal reservation are brief excerpts in connection with reviews or scholarly analysis or material supplied specifically for the purpose of being entered and executed on a computer system, for exclusive use by the purchaser of the work. Duplication of this publication or parts thereof is permitted only under the provisions of the Copyright Law of the Publisher's location, in its current version, and permission for use must always be obtained from Springer. Permissions for use may be obtained through RightsLink at the Copyright Clearance Center. Violations are liable to prosecution under the respective Copyright Law. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. While the advice and information in this book are believed to be true and accurate at the date of publication, neither the authors nor the editors nor the publisher can accept any legal responsibility for any errors or omissions that may be made. The publisher makes no warranty, express or implied, with respect to the material contained herein.Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com) PrefaceThis handbook is devoted to scientific approaches to the management and scheduling of projects. Due to their practical relevance, project management and scheduling have been important subjects of inquiry since the early days of Management Science and Operations Research and remain an active and vibrant field of study. The handbook is meant to provide an overview of some of the most active current areas of research. Each chapter has been written by well-recognized scholars, who have made original contributions to their topic. The handbook covers both theoretical concepts and a wide range of applications. For our general readers, we give a brief introduction to elements of project management and scheduling in the first chapter, where we also survey the contents of this book. We believe that the handbook will be a valuable and comprehensive reference to researchers and practitioners in project management and scheduling and hope that it might stimulate further research in this exciting and practically important field.Short-listing and selecting the contributions to this handbook and working with more than one hundred authors have been a challenging and rewarding experience for us. We are grateful to Günter Sch...

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Why projects fail? How contingency theory can provide new insights – A comparative analysis of NASA’s Mars Climate Orbiter loss

Cited by 204 publications

References 29 publications

Relacionamento entre gerenciamento de risco e sucesso de projetos

Relacionamento entre gerenciamento de risco e sucesso de projetos

Increasing the Value of Research: A Comparison of the Literature on Critical Success Factors for Projects, IT Projects and Enterprise Resource Planning Projects

Robust Optimization for the Discrete Time-Cost Tradeoff Problem with Cost Uncertainty

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