A project contingency framework based on uncertainty and its consequences |
| |
Authors: | David Howell Charlotta Windahl Rainer Seidel |
| |
Affiliation: | 1. Department of Mechanical Engineering, The University of Auckland, 20 Symonds Street, Auckland 1010, New Zealand;2. Department of Management and International Business, The University of Auckland, New Zealand |
| |
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. |
| |
Keywords: | Managing projects Processes Procedures Risk Configuration |
本文献已被 ScienceDirect 等数据库收录! |
|