Resumé
In this position paper, I show how the common assumption of considering expectations as absolute and immovable will have a tendency to end with disappointment, and that disappointment does not necessarily need to be avoided. The research question being addressed is to identify project management reactions that can be used when expectations change. A single case study of an IT implementation in the pre-hospital sector is used to find that disappointment is not an absolute negative for projects. Rather, disappointment can be conceptualised as a range that can be viewed as positive or negative for further motivation of the project.
| Originalsprog | Engelsk |
|---|---|
| Publikationsdato | maj 2017 |
| Antal sider | 9 |
| Status | Udgivet - maj 2017 |
| Begivenhed | 3rd Danish Project Management Research Conference (DAPMARC3): Symposiet Dansk Projektledelse 2017 - Kalvebod Brygge, IDA, København, Danmark Varighed: 23 maj 2017 → 24 maj 2017 Konferencens nummer: 3 http://www.tilmeld.dk/Symposiet2017 |
Konference
| Konference | 3rd Danish Project Management Research Conference (DAPMARC3) |
|---|---|
| Nummer | 3 |
| Lokation | Kalvebod Brygge, IDA |
| Land | Danmark |
| By | København |
| Periode | 23/05/2017 → 24/05/2017 |
| Internetadresse |
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A “beliefs of the future” framework : Addressing project management tactics to harness the power of disappointment. / Hansen, Magnus Rotvit Perlt.
2017. Afhandling præsenteret på 3rd Danish Project Management Research Conference (DAPMARC3), København, Danmark.Publikation: Konferencebidrag › Paper › Forskning › peer review
TY - CONF
T1 - A “beliefs of the future” framework
T2 - Addressing project management tactics to harness the power of disappointment
AU - Hansen, Magnus Rotvit Perlt
PY - 2017/5
Y1 - 2017/5
N2 - For projects to be successful, expectations need to be met. This has been a rule of thumb for project managers for ages. However, as expectations differ from person to person, from stakeholder to stakeholder, it can be difficult, even impossible, to meet. In this position paper, I show how the common assumption of considering expectations as absolute and immovable will have a tendency to end with disappointment, and that disappointment does not necessarily need to be avoided. The research question being addressed is to identify project management reactions that can be used when expectations change. A single case study of an IT implementation in the pre-hospital sector is used to find that disappointment is not an absolute negative for projects. Rather, disappointment can be conceptualised as a range that can be viewed as positive or negative for further motivation of the project.
AB - For projects to be successful, expectations need to be met. This has been a rule of thumb for project managers for ages. However, as expectations differ from person to person, from stakeholder to stakeholder, it can be difficult, even impossible, to meet. In this position paper, I show how the common assumption of considering expectations as absolute and immovable will have a tendency to end with disappointment, and that disappointment does not necessarily need to be avoided. The research question being addressed is to identify project management reactions that can be used when expectations change. A single case study of an IT implementation in the pre-hospital sector is used to find that disappointment is not an absolute negative for projects. Rather, disappointment can be conceptualised as a range that can be viewed as positive or negative for further motivation of the project.
KW - project management
KW - beliefs
KW - framework
KW - tactics
KW - user expectations
M3 - Paper
ER -