Intervening conditions on the management of project risk: Dealing with uncertainty in information technology projects
- 作者：E. Kutsch and M. Hall
- 关键词：Risk management ; Expected utility theory ; Irrationality ; Stakeholder behaviour
- 刊名：International Journal of Project Management
- 出版年：2005
- 期刊代码：30_02637863
- 类别：bus
- 出版时间：2005
- 卷：23
- 期：8
- 页码：591-599
- 文件大小：148 K
摘要
A review of the outcome of many information technology (IT) projects reveals that they fail to meet the pre-specified project objectives of scope, time and budget. Despite well-established project risk management processes, project managers perceive their application as ineffective to manage risk. This failure may well be attributed to the inadequate application of those risk management processes. The purpose of this research was to investigate how project managers responsible for the management of risk in IT projects actually managed risk and to relate this back to established project risk management processes. In undertaking this investigation, we were seeking to understand the ways in which the project managers’ approaches and behaviours, when considering risk in IT projects, differed from what might be expected. Results show that because of environment-related and decision maker-related conditions, project managers tend to deny, avoid, ignore and delay dealing with risk, with the consequence of those actions having an adverse influence on their perceived effectiveness of risk management and the project outcomes. If project risk management, and its underlying processes are not to be discredited, the behaviour of project managers when confronted by uncertainty should be considered and actions need to be taken to discourage project managers’ irrational actions.