The Titanic sunk, so what? Project manager response to unexpected events

Citation

Geraldi, J.G. (2011), "The Titanic sunk, so what? Project manager response to unexpected events", Strategic Direction, Vol. 27 No. 1. https://doi.org/10.1108/sd.2011.05627aad.002

The Titanic sunk, so what? Project manager response to unexpected events

Article Type: Abstracts From: Strategic Direction, Volume 27, Issue 1

Geraldi J.G., Lee-Kelley L. and Kutsch E.International Journal of Project Management, August 2010, Vol. 28 No. 6, Start page: 547, No. of pages: 12

Projects are inherently uncertain and face unexpected events, from small changes in scope to unforeseen client’s bankruptcy. This paper studies how project managers respond to such events and how successful and unsuccessful responses differ from the perspective of the practitioner. We analyzed 44 unexpected events faced by 22 experienced project managers in defense and defense-related organizations. The project managers compared two unexpected events that they faced, one that they considered the response successful and the other unsuccessful. We identified three pillars supporting successful responses to unexpected events: responsive and functioning structure at the organizational level; good interpersonal relationship at the group level and competent people at the individual level. The events and respective responses analyzed suggest that improvement in project management can be achieved by better managing these three pillars, allowing project and programme managers to “create their own luck”.Article type: Research paperISSN: 0263-7863Reference: 39AR030

Keywords: Organizational response, Perceived success, Project management, Unexpected events