A “beliefs of the future” framework: Addressing project management tactics to harness the power of disappointment

Publikation: Bidrag til konferencePaper

Resumé

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.
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.

Konference

Konference3rd Danish Project Management Research Conference (DAPMARC3)
Nummer3
LokationKalvebod Brygge, IDA
LandDanmark
ByKøbenhavn
Periode23/05/201724/05/2017
Internetadresse

Emneord

    Citer dette

    Hansen, M. R. P. (2017). A “beliefs of the future” framework: Addressing project management tactics to harness the power of disappointment. Afhandling præsenteret på 3rd Danish Project Management Research Conference (DAPMARC3), København, Danmark.
    Hansen, Magnus Rotvit Perlt. / A “beliefs of the future” framework : Addressing project management tactics to harness the power of disappointment. Afhandling præsenteret på 3rd Danish Project Management Research Conference (DAPMARC3), København, Danmark.9 s.
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    abstract = "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.",
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    Hansen, MRP 2017, 'A “beliefs of the future” framework: Addressing project management tactics to harness the power of disappointment' Paper fremlagt ved 3rd Danish Project Management Research Conference (DAPMARC3), København, Danmark, 23/05/2017 - 24/05/2017, .

    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: Bidrag til konferencePaper

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    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.

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    KW - beliefs

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    Hansen MRP. A “beliefs of the future” framework: Addressing project management tactics to harness the power of disappointment. 2017. Afhandling præsenteret på 3rd Danish Project Management Research Conference (DAPMARC3), København, Danmark.