A project contingency framework based on uncertainty and its consequences
By: HOWELL, David
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Contributor(s): WINDAHL, Charlotta | SEIDEL, Rainer.
Material type: 
ArticlePublisher: Oxford : Elsevier, apr. 2010Subject(s): Gestão de Projetos | Risco | Procedimento Administrativo | AvaliaçãoInternational Journal of Project Management 28, 3, p. 256-264Abstract: There is an increasing diversity both of project types and PM approaches, but decision tools and theory connecting the two are limited. To address this shortcoming, this paper reviews literature on alternative PM approaches, in the context of project contingency theory. Firstly, the paper identifies five selection factors seen within this literature: uncertainty, complexity, urgency, team empowerment and criticality. Secondly, the paper adapts project contingency theory to encompass these factors. Thirdly, these factors are used to develop a contingency framework based on project uncertainty and its consequences. Finally, the paper discusses the practical applications of the framework, such as its use for project process selection, tuning of processes, and project risk assessment
There is an increasing diversity both of project types and PM approaches, but decision tools and theory connecting the two are limited. To address this shortcoming, this paper reviews literature on alternative PM approaches, in the context of project contingency theory. Firstly, the paper identifies five selection factors seen within this literature: uncertainty, complexity, urgency, team empowerment and criticality. Secondly, the paper adapts project contingency theory to encompass these factors. Thirdly, these factors are used to develop a contingency framework based on project uncertainty and its consequences. Finally, the paper discusses the practical applications of the framework, such as its use for project process selection, tuning of processes, and project risk assessment
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