Projects + Management = Project-Management

Kaulio, Matti A.: Project leadership in multi-project settings – Findings from a critical incident study; in: International Journal of Project Management, Vol. 26 (2008), No. 4, pp. 338-347.
http://dx.doi.org/10.1016/j.ijproman.2007.06.005

Kaulio asked project leaders, who operate in a multi-project environment about critical incidents in their last projects. The idea of critical incidents is, that as soon as a participant remembers the critical incident it must have some importance. Ideally it then is followed by a blueprint analysis followed by measuring the criticality is measured on each contact point. Kaulio focusses only on the elicitation of the critical incidents, without doing the triple-loop of the original research concept. The author shows the frequency of critical incidents happening:

• Technical difficulties
• Dyadic leadership
• Group dynamics
• Consultant relations
• Client relations
• Peer relations
• Project adjustments
• Re-prioritisations
• Liked dyadic-group processes
• Formation of project
• Court decisions
• Dependencies
• Requirements specification

Kaulio then maps these critical incidents according to the Locus of Control (internal vs. external) and whether they are a Management or a Leadership issue. Thus he argues  most of the critical incidents can be tied back to internal project leadership:

This entry was posted on Donnerstag, Oktober 23rd, 2008 at 08:23 and is filed under Conflicts, Critical Incident Technique, Failed Projects, IT Project, Leadership, Multi-project management. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.