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. https://doi.org/https://www.doi.org/10.1016/j.ijproman.2015.01.002
| Authors | Hajikazemi, 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. |
| Year | 2015 |
| Journal | International Journal of Project Management |
| Journal citation | 33 (5), pp. 1068-1083 |
| ISSN | 0263-7863 |
| Digital Object Identifier (DOI) | https://doi.org/https://www.doi.org/10.1016/j.ijproman.2015.01.002 |
| Publication dates | |
| 27 Feb 2015 | |
| Publication process dates | |
| Deposited | 06 Mar 2019 |
| Accepted | 05 Jan 2015 |
| Accepted author manuscript | License |
Permalink -
https://openresearch.lsbu.ac.uk/item/8770w
Download files
Accepted author manuscript
| Barriers against effective responses to early warning signs in projects.docx | ||
| License: CC BY-NC-ND 4.0 | ||
186
total views187
total downloads0
views this month0
downloads this month
Export as
Related outputs
To be or not to be: why do transaction partners in construction industry avoid formulating agreements into contract documents?
Chen, Y., Wu, Y., Hajikazemi, S., Yao, H. and Ebohon, O. (2022). To be or not to be: why do transaction partners in construction industry avoid formulating agreements into contract documents? CIB WBC 2022. RMIT, Melborune, Australia 27 - 30 Jun 2022Sexism and Project Studies: The Case of Construction and Engineering Organizations
Hajikazemi, S. and Locatelli, G. (2021). Sexism and Project Studies: The Case of Construction and Engineering Organizations. European Academy of Management. Montreal 16 - 18 Jun 2021Making Tomorrow a More Resilient Place: On Black Swans in The Project-Based Firm
Hajikazemi, S. and Walton, A.J. (2020). Making Tomorrow a More Resilient Place: On Black Swans in The Project-Based Firm. European Academy of Management. Dublin 04 - 06 Dec 2020Normalising deviance in construction project organizations: a case study on the collapse of Carillion
Hajikazemi, S., Aaltonen, K., Ahola, T., Aarseth, W. and Andersen, B. (2020). Normalising deviance in construction project organizations: a case study on the collapse of Carillion. Construction Management and Economics. https://doi.org/10.1080/01446193.2020.1804069Normalization of deviance in the construction industry, a managerial perspective
Hajikazemi, S., Ahola, T, Aaltonen, K, Aarseth, W and Andersen, B (2019). Normalization of deviance in the construction industry, a managerial perspective. EURAM 2019: Exploring the future of management. Lisbon, Portugal 26 - 28 Jun 2019