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Managing the unexpected in megaprojects: riding the waves of resilience

Published on Jan 3, 2019in International Journal of Managing Projects in Business
· DOI :10.1108/IJMPB-08-2018-0169
Abstract
Purpose Risk management and uncertainty in megaprojects is a flourishing topic in project management, while the unexpected is still a neglected matter. The purpose of this paper is to offer conceptual clarifications of the unexpected based on second-order-cybernetics and systems theory. While transferring findings from organisation theory to project management, the article provides fresh insights into managing the unexpected in megaprojects. Design/methodology/approach Being grounded on constructionism and systems theory, the conceptual paper explores selected research approaches from organisation theory: research on high-reliability organising, organisational resilience and organisational improvising, on contributions to managing the unexpected in megaprojects. Using the framework of meaning i.e. the factual, social and temporal dimensions, challenges of handling the unexpected are analysed and (effects of) decision-making structures for such projects are defined. Findings This paper argues that classic project management, while neglecting the fundamental distinction between risk, uncertainty and the unexpected, sticks to a planning-and-controlling approach. But the unexpected cannot be planned; however, organisations and managers can prepare for the unexpected. This requests a balance between structure and self-organisation in planning, communication, hierarchy and organisational culture. Understanding the contradictions inherent in managing megaprojects allows for smart decision-making when riding the waves of resilience. Originality/value The study adds to the literature on complexity and uncertainty in project management by enhancing the view to include the unexpected. While rejecting the universal applicability of rationality-based risk and controlling conceptions, shifting to second-order cybernetics and integrating elements of resilient organising increases the understanding of handling the unexpected in megaprojects.
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#1Alexandra Pitsis (UTS: University of Technology, Sydney)H-Index: 2
#2Stewart Clegg (UTS: University of Technology, Sydney)H-Index: 56
Last.Sw Burdon (UTS: University of Technology, Sydney)H-Index: 5
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#1John Steen (UQ: University of Queensland)H-Index: 14
#2Jerad Ford (CSIRO: Commonwealth Scientific and Industrial Research Organisation)H-Index: 1
Last.Martie-Louise Verreynne (UQ: University of Queensland)H-Index: 13
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#1Sander Merkus (VU: VU University Amsterdam)H-Index: 3
#2Thijs Willems (VU: VU University Amsterdam)H-Index: 1
Last.Hans Bakker (TU Delft: Delft University of Technology)H-Index: 5
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#1Brian Hobbs (UQAM: Université du Québec à Montréal)H-Index: 18
#2Yvan Petit (UQAM: Université du Québec à Montréal)H-Index: 4
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