Barriers against effective responses to early warning signs in projects

Journal article


Hajikazemi, S, Andersen, B and Klakegg, OJ (2015). Barriers against effective responses to early warning signs in projects. International Journal of Project Management. 33 (5), pp. 1068-1083.
AuthorsHajikazemi, S, Andersen, B and Klakegg, OJ
Abstract

It is a major challenge for project organizations to react sufficiently quickly to the identified early warning signs of project problems in order to avoid the occurrence of those problems. This article investigates project and project organization specifications that influence the effectiveness of responses to early warning signs in projects. Based on a survey of Norwegian project managers or leaders' approaches to responding to such signs, this study reveals that there are specific barriers to their ability to respond to identified early warning signs. Barriers may develop due to organizational factors, such as project managers' optimism bias, the normalization of deviance within an organization, and the lack of an outside view. They can also develop due to projects' complexity. The authors elaborate on Ansoff's management model by clarifying the mentality filter in order to better define the procedure whereby obstructions are created.

Year2015
JournalInternational Journal of Project Management
Journal citation33 (5), pp. 1068-1083
ISSN0263-7863
Digital Object Identifier (DOI)doi:https://www.doi.org/10.1016/j.ijproman.2015.01.002
Publication dates
Print27 Feb 2015
Publication process dates
Deposited06 Mar 2019
Accepted05 Jan 2015
Accepted author manuscript
License
CC BY-NC-ND 4.0
Permalink -

https://openresearch.lsbu.ac.uk/item/8770w

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