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Full Description
Despite careful planning, projects often deviate from their assigned paths. Delays, cost overruns, benefit underruns, stakeholder disappointments, and sustainability shortfalls are common challenges during project initiation and execution. The Cambridge Handbook of Project Behavior addresses the underlying causes of project behavior and misbehavior, while offering evidence-based strategies for remediation. Featuring guidance for anticipating project outcomes and practical advice for dealing with projects when they branch off assigned paths and veer off track, this Handbook is a valuable resource for practitioners, policymakers, and project professionals responsible for delivering high-profile and complex projects. It includes contributions from leading experts in the field of project management, providing a unique international perspective. As mega-projects become increasingly prevalent on the global stage, understanding the dynamics of project behavior and misbehavior has never been more critical. The Cambridge Handbook of Project Behavior offers essential insights and solutions for successfully navigating the challenges of project management.
Contents
Introduction to the Handbook of Project Behavior Lavagnon A. Ika and Jeffrey K. Pinto; Part I. Guiding Principles: What is Project Behavior and Why it Matters: 1. The rise and fall of the planning fallacy: from the impulsion to the compulsion to theorize Lavagnon A. Ika; 2. Unveiling the hiding hand Graham Room; 3. Voyages of discovery: balancing leadership, control and capabilities in megaproject delivery Rebecca Vine, Dicle Kortantamer and Andrew Davies; 4. Temporal structuring and project behavior Ann Langley and Gerry McGivern; 5. Managing project complexity and uncertainty through dynamic and systemic stakeholder modelling Fran Ackerman; Part II. Deviating from Plans: How Complexity and Uncertainty Affect Project Behavior: 6. Averaging out divergent project behavior: an unintended consequence of project structures Kim van Oorschot, Therese F. Dille and Jonas Söderlund; 7. Intra and inter-organizational governance and the behavior of projects Ralf Müller; 8. Strategic alignment, uncertainties, and realignment of project portfolios Miia Martinsuo and Siiri Tuominen; 9. Stakeholder perceptions and project performance Kate Davis, Liz Machtynger and Francesco Di Maddaloni; 10. Governance shifts and short-term performance Maude Brunet; 11. Maximum feasible project failure: the German reform of money laundering prevention Wolfgang Seibel and Katharina Eßmeyer; 12. Project misbehaviour in infrastructure projects: mega-projects for mega-corruption Regis Signor and Peter E. D. Love; Part III. Practical Tips: How to Shape Project Behavior and Curb Project Misbehavior: 13. Setting realistic project goals Ofer Zwikael, Alicia Gilchrist and Jack Meredith; 14. At the brink of a project: heuristics to block potential project disasters at the early project opportunity screening Joana Geraldi, Verena Stingl and Maximilian Schriewersmann; 15. The roles of governance mechanisms to manage misbehaviours in the project front-end Joseph W. Harrisson, Jens K. Roehrich and Michael A. Lewis; 16. Coping with changes to the plan: dealing with twists and turns in projects Ashwin Mahalingam; 17. Project behavior, disruptions and the antifragility spectrum Jeffrey K. Pinto and Greg Usher; 18. Curbing cost increases and benefit shortfalls Morten Welde and Gro Holst Volden; Afterword: a fundamental problem with projects or project management? Stewart Clegg.
