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A project contingency framework based on uncertainty and its consequences
Department of Mechanical Engineering, The University of Auckland, Auckland, New Zealand.
Department of Management and International Business, The University of Auckland, Auckland, New Zealand.
Department of Mechanical Engineering, The University of Auckland, Auckland, New Zealand.
2010 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 28, no 3, p. 256-264Article in journal (Refereed) Published
Abstract [en]

Abstract There is an increasing diversity both of project types and PM approaches, but decision tools and theory connecting the two are limited. To address this shortcoming, this paper reviews literature on alternative PM approaches, in the context of project contingency theory. Firstly, the paper identifies five selection factors seen within this literature: uncertainty, complexity, urgency, team empowerment and criticality. Secondly, the paper adapts project contingency theory to encompass these factors. Thirdly, these factors are used to develop a contingency framework based on project uncertainty and its consequences. Finally, the paper discusses the practical applications of the framework, such as its use for project process selection, tuning of processes, and project risk assessment.

Place, publisher, year, edition, pages
Elsevier, 2010. Vol. 28, no 3, p. 256-264
Keywords [en]
Managing projects, Processes, Procedures, Risk, Configuration
National Category
Business Administration
Identifiers
URN: urn:nbn:se:oru:diva-62363DOI: 10.1016/j.ijproman.2009.06.002ISI: 000275973100008Scopus ID: 2-s2.0-76749159306OAI: oai:DiVA.org:oru-62363DiVA, id: diva2:1156781
Available from: 2017-11-14 Created: 2017-11-14 Last updated: 2018-05-02Bibliographically approved

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Windahl, Charlotta

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