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Project team resilience: The effect of group potency and interpersonal trust. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.06.004] [Citation(s) in RCA: 9] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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2
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Conceptualising Project Uncertainty in the Context of Building Refurbishment Safety: A Systematic Review. BUILDINGS 2021. [DOI: 10.3390/buildings11030089] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Project uncertainty is an inherent attribute in safety-critical projects, such as building refurbishment. While it has been suggested that project safety performance is often challenged due to project uncertainty, uncertainties are yet to be conceptualised in building refurbishment projects. The purpose of this research is to propose an industry-specific factor model of project uncertainty that can be used to diagnose and assess uncertainty in construction refurbishment research and practice. An extensive review of existing literature, following the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) guidelines, where 53 articles were selected to identify the determinants of project uncertainty and strategies for managing uncertainty. In total, 23 project uncertainty factors were identified and clustered under the taxonomy of uncertain information, uncertain complexity, uncertain temporal clarity, and uncertain understanding. Thus, 12 management strategies for coping with uncertainty in building refurbishment projects were determined. Learning and a flexible working environment were the most frequently raised strategies among all the reviewed articles. The factor model proposed enables project managers and academics to better understand, assess and manage project uncertainty and deliver safer building refurbishment projects. As such, it also provides a sufficient platform and initiates debate towards the development of uncertainty management strategies to better prepare for surprises as projects progress.
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Ayodele TO, Olaleye A. Fundamental sources of uncertainty in real estate development: perspectives from an emerging market. INTERNATIONAL JOURNAL OF CONSTRUCTION MANAGEMENT 2020. [DOI: 10.1080/15623599.2020.1827182] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
Affiliation(s)
- Timothy Oluwafemi Ayodele
- Department of Estate Management, Faculty of Environmental Design and Management, Obafemi Awolowo University, Ile-Ife, Nigeria
- Department of Quantity Surveying and Construction Management, University of the Free State, Bloemfontein, South Africa
| | - Abel Olaleye
- Department of Estate Management, Faculty of Environmental Design and Management, Obafemi Awolowo University, Ile-Ife, Nigeria
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Focacci A. Managing project investments irreversibility by accounting relations. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2017. [DOI: 10.1016/j.ijproman.2017.04.006] [Citation(s) in RCA: 5] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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5
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Qazi A, Quigley J, Dickson A, Kirytopoulos K. Project Complexity and Risk Management (ProCRiM): Towards modelling project complexity driven risk paths in construction projects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2016. [DOI: 10.1016/j.ijproman.2016.05.008] [Citation(s) in RCA: 106] [Impact Index Per Article: 13.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
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6
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Saunders FC, Gale AW, Sherry AH. Responding to project uncertainty: Evidence for high reliability practices in large-scale safety–critical projects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2016. [DOI: 10.1016/j.ijproman.2016.06.008] [Citation(s) in RCA: 22] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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7
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Saunders FC, Gale AW, Sherry AH. Mapping the multi-faceted: Determinants of uncertainty in safety-critical projects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2016. [DOI: 10.1016/j.ijproman.2016.02.003] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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Kvalnes Ø. Living with the Unknown Unknown: Uncertainty in Projects. PROJECT MANAGEMENT JOURNAL 2016. [DOI: 10.1177/875697281604700309] [Citation(s) in RCA: 7] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
In this article, I explore how the traditional understanding of uncertainty in project management can be revised in light of the philosophical input from Kierkegaard, Dewey, and Wittgenstein. Planning models of projects tend to view uncertainty as a threat to successful project implementation. An alternative approach can emerge from a philosophical investigation of the potentials embedded in surprising turns of events. It is possible to retain a planning orientation to projects while also embracing uncertainty as a potentially energizing dimension of projects—one that can activate positive personal and collective drama in project management.
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Affiliation(s)
- Øyvind Kvalnes
- Department of Leadership and Organizational Behaviour, BI Norwegian Business School, Oslo, Norway
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Are complexity and uncertainty distinct concepts in project management? A taxonomical examination from literature. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2016. [DOI: 10.1016/j.ijproman.2016.02.009] [Citation(s) in RCA: 56] [Impact Index Per Article: 7.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
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10
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Diagnosing organizational risks in software projects: Stakeholder resistance. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2015. [DOI: 10.1016/j.ijproman.2015.03.007] [Citation(s) in RCA: 38] [Impact Index Per Article: 4.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/23/2022]
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Saunders FC. Toward High Reliability Project Organizing in Safety-Critical Projects. PROJECT MANAGEMENT JOURNAL 2015. [DOI: 10.1002/pmj.21498] [Citation(s) in RCA: 20] [Impact Index Per Article: 2.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/06/2022]
Abstract
High reliability organizations claim to be special organizations that have consistently demonstrated safe performance in operating environments, which are simultaneously of high technical complexity, high consequence, and high tempo. This article argues that the literature on high reliability organizing, which emerged through studying day-to-day operations in the nuclear industry, air traffic control industry, and U.S. navy aircraft carriers, might hold important lessons for how the project management community can approach the management of safety-critical projects–projects in which safety is of paramount importance. Its aim is to consider how high reliability organizing might be realized in these safety-critical projects.
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