Resilient Project Management

Authors

  • Andreas Nachbagauer UNIVERSITY OF APPLIED SCIENE BFI VIENNA, AUSTRIA

DOI:

https://doi.org/10.19255/JMPM02901

Keywords:

Resilience, Uncertainty, Decision-making, Organization structure, Project orientation, Risk culture team orientation, Mindfulness

Abstract

For some time, the term resilience has been used in project management research to address the ability to organize under a variety of scenarios of uncertainty and sudden change, including disruptions in the form of shocks or stressors. This paper examines the prerequisites in projects, organizations, and teams as well as individuals for resilient management of projects based on two complementary empirical sources First, the results of eight case vignettes based on semi-structured online interviews with project management practitioners are presented. Subsequently, results were reviewed and enriched with the experiences of experienced project managers in a group discussion. Findings highlight the importance of preparation and awareness, diversity and equality in the team and information relationships. On the other hand, resilient organizations are characterized more formalization, centralized and individualistic decision-making. Above all project managers acting prudently and flexibly along the time axis from incubation to coping and recovery.

References

Atkinson, R., Crawford, L., & Ward, S. (2006). Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management, 24, 687–698. https:// doi.org/10.1016/j.ijproman.2006.09.011 Barton, M. A., & Sutcliffe, K. M. (2010). Learning When to Stop Momentum. MIT Sloan Management Review, 51(3), 69–76. Bigley, G. A., & Roberts, K. H. (2001). The Incident Command System: High-Reliability Organizing for Complex and Volatile Task Environments. Academy of Management Journal, 44, 1281–1299. https://doi.org/10.5465/3069401 Blomquist, T., Hällgren, M., Nilsson, A., & Söderholm, A. (2010).Project-as-practice // Project-as-Practice: In Search of Project Management Research that Matters: In search of project management research that matters. Project Management Journal, 41(1), 5–16. https://doi.org/10.1002/pmj.20141 Borgert, S. (2013). Resilienz im Projektmanagement: Bitte anschnallen, Turbulenzen! Erfolgskonzepte adaptiver Projekte. Wiesbaden: Springer Bredillet, C. N., & Tywoniak, S. (2016). Genesis of the special issue. International Journal of Project Management, 34, 1322– 1327. https://doi.org/10.1016/j.ijproman.2016.06.010 Christianson, M. K., Farkas, M. T., Sutcliffe, K. M., & Weick, K. E.(2009). Learning Through Rare Events: Significant Interruptions at the Baltimore & Ohio Railroad Museum. Organization Science, 20,846–860. https://doi.org/10.1287/orsc.1080.0389 Cooper, C. L., Flint-Taylor, J., & Pearn, M. (2013). Building resilience for success: A resource for managers and organizations. Basingstoke u.a.: Palgrave Macmillan. Retrieved from http://www.palgraveconnect.com/pc/doifinder/10.1057/9781137367839 Darkow, P. M. (2019). Mastering Adversity : Resilient Organizing in the Age of Disruption (Dissertation). Universität Hamburg, Hamburg. Retrieved from https://ediss.sub.uni-hamburg.de/handle/ediss/8550 Deal, T. E., & Kennedy, A. A. (1982). Corporate cultures: The rites and rituals of corporate life. Reading, MA: Addison-Wesley. Duchek, S. (2020). Organizational resilience: a capability-based conceptualization. Business Research, 13(1), 215–246. Farjoun, M., & Starbuck, W. H. (2007). Organizing at and Beyond the Limits. Organization Studies, 28, 541–566. https://doi. Management - Traditional, Agile, Extreme, Hybrid Eighth Edition (8th ed.). Hoboken, NJ: John Wiley & Sons. Yu, M., Vaagaasar, A. L., Müller, R., Wang, L., & Zhu, F. (2018).Empowerment: The key to horizontal leadership in projects. International Journal of Project Management, 36, 992–1006. https://doi.org/10.1016/j.ijproman.2018.04.003

Downloads

Published

2022-06-14

How to Cite

Nachbagauer, A. . (2022). Resilient Project Management. The Journal of Modern Project Management, 10(1), 02–17. https://doi.org/10.19255/JMPM02901