Barriers against effective responses to early warning signs in projects‘ResearchToday!’ is a research seminar series that shows the width of research in the Business School, and is a forum to foster the collaboration and exchange
About this event
|Event Name||Barriers against effective responses to early warning signs in projects|
|Start Date||14 Feb 2019 12:00 pm|
|End Date||14 Feb 2019 1:00 pm|
Interested guests are always welcome, from within or outside of the university! No registration is needed if you are internal, please just join us. If you are external to the University, please just send us an email to let us know you will be joining us, and we will inform our reception desk to expect you. Contact and further information: Research Manager for the School of Business, email: email@example.com
This week's seminar presentation will be given by Dr Sara Hajikazemi, Lecturer in the School of Business. To give you a taste of the session, a brief abstract can be found below:
It is a major challenge for project organisations 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 organisation 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 organisational factors, such as project managers' optimism bias, the normalisation of deviance within an organisation, 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.