Building Resilience in Large High-Technology Projects : Front End Conditioning for Success
Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project...
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Gespeichert in:
| Autor*in: |
Crosby, Phil [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2012 |
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| Schlagwörter: |
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| Umfang: |
Online-Ressource |
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| Reproduktion: |
IGI Global InfoSci Journals Archive 2000 - 2012 |
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| Übergeordnetes Werk: |
In: International journal of information technology project management - Hershey, Pa : IGI Global, 2010, 3(2012), 4, Seite 21-40 |
| Übergeordnetes Werk: |
volume:3 ; year:2012 ; number:4 ; pages:21-40 |
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10.4018/jitpm.2012100102 |
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| 520 | |a Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three ‘attitudinal’ factors, and six ‘conditioning’ factors and then examined in detail against three case study projects. The study’s conclusion show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups and presents the case for co-application of contingency funding and ‘proto’ task forces in response to unknown risks, and advocates the establishment of more formal information ‘traffic’ management through an empowered centralised project information office | ||
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10.4018/jitpm.2012100102 doi (DE-627)NLEJ244485984 (VZGNL)10.4018/jitpm.2012100102 DE-627 ger DE-627 rakwb eng Crosby, Phil verfasserin aut Building Resilience in Large High-Technology Projects Front End Conditioning for Success 2012 Online-Ressource nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three ‘attitudinal’ factors, and six ‘conditioning’ factors and then examined in detail against three case study projects. The study’s conclusion show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups and presents the case for co-application of contingency funding and ‘proto’ task forces in response to unknown risks, and advocates the establishment of more formal information ‘traffic’ management through an empowered centralised project information office IGI Global InfoSci Journals Archive 2000 - 2012 Ambiguity Contingency High-Technology Information Management Lessons-Learned Mega-Project Optimism Project Success Resilience Risk In International journal of information technology project management Hershey, Pa : IGI Global, 2010 3(2012), 4, Seite 21-40 Online-Ressource (DE-627)NLEJ244419221 (DE-600)2703400-8 1938-0240 nnns volume:3 year:2012 number:4 pages:21-40 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jitpm.2012100102 X:IGIG Verlag Deutschlandweit zugänglich http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jitpm.2012100102&buylink=true text/html Abstract Deutschlandweit zugänglich ZDB-1-GIS GBV_NL_ARTICLE AR 3 2012 4 21-40 |
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10.4018/jitpm.2012100102 doi (DE-627)NLEJ244485984 (VZGNL)10.4018/jitpm.2012100102 DE-627 ger DE-627 rakwb eng Crosby, Phil verfasserin aut Building Resilience in Large High-Technology Projects Front End Conditioning for Success 2012 Online-Ressource nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three ‘attitudinal’ factors, and six ‘conditioning’ factors and then examined in detail against three case study projects. The study’s conclusion show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups and presents the case for co-application of contingency funding and ‘proto’ task forces in response to unknown risks, and advocates the establishment of more formal information ‘traffic’ management through an empowered centralised project information office IGI Global InfoSci Journals Archive 2000 - 2012 Ambiguity Contingency High-Technology Information Management Lessons-Learned Mega-Project Optimism Project Success Resilience Risk In International journal of information technology project management Hershey, Pa : IGI Global, 2010 3(2012), 4, Seite 21-40 Online-Ressource (DE-627)NLEJ244419221 (DE-600)2703400-8 1938-0240 nnns volume:3 year:2012 number:4 pages:21-40 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jitpm.2012100102 X:IGIG Verlag Deutschlandweit zugänglich http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jitpm.2012100102&buylink=true text/html Abstract Deutschlandweit zugänglich ZDB-1-GIS GBV_NL_ARTICLE AR 3 2012 4 21-40 |
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10.4018/jitpm.2012100102 doi (DE-627)NLEJ244485984 (VZGNL)10.4018/jitpm.2012100102 DE-627 ger DE-627 rakwb eng Crosby, Phil verfasserin aut Building Resilience in Large High-Technology Projects Front End Conditioning for Success 2012 Online-Ressource nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three ‘attitudinal’ factors, and six ‘conditioning’ factors and then examined in detail against three case study projects. The study’s conclusion show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups and presents the case for co-application of contingency funding and ‘proto’ task forces in response to unknown risks, and advocates the establishment of more formal information ‘traffic’ management through an empowered centralised project information office IGI Global InfoSci Journals Archive 2000 - 2012 Ambiguity Contingency High-Technology Information Management Lessons-Learned Mega-Project Optimism Project Success Resilience Risk In International journal of information technology project management Hershey, Pa : IGI Global, 2010 3(2012), 4, Seite 21-40 Online-Ressource (DE-627)NLEJ244419221 (DE-600)2703400-8 1938-0240 nnns volume:3 year:2012 number:4 pages:21-40 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jitpm.2012100102 X:IGIG Verlag Deutschlandweit zugänglich http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jitpm.2012100102&buylink=true text/html Abstract Deutschlandweit zugänglich ZDB-1-GIS GBV_NL_ARTICLE AR 3 2012 4 21-40 |
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| abstract |
Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three ‘attitudinal’ factors, and six ‘conditioning’ factors and then examined in detail against three case study projects. The study’s conclusion show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups and presents the case for co-application of contingency funding and ‘proto’ task forces in response to unknown risks, and advocates the establishment of more formal information ‘traffic’ management through an empowered centralised project information office |
| abstractGer |
Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three ‘attitudinal’ factors, and six ‘conditioning’ factors and then examined in detail against three case study projects. The study’s conclusion show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups and presents the case for co-application of contingency funding and ‘proto’ task forces in response to unknown risks, and advocates the establishment of more formal information ‘traffic’ management through an empowered centralised project information office |
| abstract_unstemmed |
Success in mega-projects is frequently discussed among project theoreticians and practitioners. This research focuses on high-technology projects and draws on recent literature and fieldwork at ten contemporary mega-science projects in Chile, Australia, and Europe. This study concludes that project success is not random, and early adoption of certain approaches, activities, and launch conditions will position a project for success and resilience. Nine resilience factors (beyond a priori programmatical artefacts) are grouped into three ‘attitudinal’ factors, and six ‘conditioning’ factors and then examined in detail against three case study projects. The study’s conclusion show that attitudinal factors remain a challenge, especially within institutional type high-tech projects, and launch conditioning shows mixed levels of application. Through the nine factors, this paper offers newly consolidated insights for high-tech project start-ups and presents the case for co-application of contingency funding and ‘proto’ task forces in response to unknown risks, and advocates the establishment of more formal information ‘traffic’ management through an empowered centralised project information office |
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Building Resilience in Large High-Technology Projects |
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http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jitpm.2012100102 http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/jitpm.2012100102&buylink=true |
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10.4018/jitpm.2012100102 |
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2024-07-06T08:03:31.503Z |
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