Managing projects in an uncertain world: engaging stakeholders, and building a systemic view of risk

Research output: Contribution to conferencePaper

Abstract

As evidenced through both a historical record of project over-runs and a large number of projects currently under media spotlight for cost over-runs e.g.
Edinburgh Tram system, managing projects can be a risky business. Managers are faced with effectively engaging and working with often a multitude of parties
(suppliers, government, consultants, general public and own staff), anticipating and dealing with a wealth of often interlocking uncertainties (ranging from technological innovation to force majeure), and often undertaking these activities within a compressed timeframe (which exacerbates the situation) This paper
describes a risk management process that has been developed to assist managers facing such situations. The process explicitly engages a range of stakeholders using a group decision support system (allowing for equality of view) and causal mapping process (which facilitates the surfacing of risks along with their ramifications), and thus provides not only a comprehensive appreciation of the totality of the risks identified but also a greater understanding of their subtleties, consequences etc. The paper will discuss a real case where the process was used to gain an understanding of the risks associated with developing a new energy system. The paper will describe the process and its implications, before reflecting on the insights, limitations
and future research.

Conference

ConferenceOR54 Annual Conference 2012
Abbreviated titleOR54
CountryUnited Kingdom
CityEdinburgh
Period4/09/126/09/12
Internet address

Fingerprint

Stakeholders
Managing projects
Managers
Consultants
Cost overrun
Causal mapping
Edinburgh
Technological innovation
Management process
Wealth
Risk management
Equality
Government
Staff
Group decision support systems
Uncertainty
Energy systems
Suppliers

Keywords

  • project management
  • risk management approaches
  • stakeholder engagement

Cite this

@conference{24c2ea2f4b914d2290bc56cd8e36def3,
title = "Managing projects in an uncertain world: engaging stakeholders, and building a systemic view of risk",
abstract = "As evidenced through both a historical record of project over-runs and a large number of projects currently under media spotlight for cost over-runs e.g.Edinburgh Tram system, managing projects can be a risky business. Managers are faced with effectively engaging and working with often a multitude of parties(suppliers, government, consultants, general public and own staff), anticipating and dealing with a wealth of often interlocking uncertainties (ranging from technological innovation to force majeure), and often undertaking these activities within a compressed timeframe (which exacerbates the situation) This paperdescribes a risk management process that has been developed to assist managers facing such situations. The process explicitly engages a range of stakeholders using a group decision support system (allowing for equality of view) and causal mapping process (which facilitates the surfacing of risks along with their ramifications), and thus provides not only a comprehensive appreciation of the totality of the risks identified but also a greater understanding of their subtleties, consequences etc. The paper will discuss a real case where the process was used to gain an understanding of the risks associated with developing a new energy system. The paper will describe the process and its implications, before reflecting on the insights, limitationsand future research.",
keywords = "project management, risk management approaches, stakeholder engagement",
author = "Fran Ackermann and Susan Howick and Tom Houghton and John Quigley and Lesley Walls",
year = "2012",
month = "9",
day = "4",
language = "English",
note = "OR54 Annual Conference 2012, OR54 ; Conference date: 04-09-2012 Through 06-09-2012",
url = "http://www.theorsociety.com/Pages/Conferences/OR54/OR54.aspx",

}

Ackermann, F, Howick, S, Houghton, T, Quigley, J & Walls, L 2012, 'Managing projects in an uncertain world: engaging stakeholders, and building a systemic view of risk' Paper presented at OR54 Annual Conference 2012, Edinburgh, United Kingdom, 4/09/12 - 6/09/12, .

Managing projects in an uncertain world : engaging stakeholders, and building a systemic view of risk. / Ackermann, Fran; Howick, Susan; Houghton, Tom; Quigley, John; Walls, Lesley.

2012. Paper presented at OR54 Annual Conference 2012, Edinburgh, United Kingdom.

Research output: Contribution to conferencePaper

TY - CONF

T1 - Managing projects in an uncertain world

T2 - engaging stakeholders, and building a systemic view of risk

AU - Ackermann, Fran

AU - Howick, Susan

AU - Houghton, Tom

AU - Quigley, John

AU - Walls, Lesley

PY - 2012/9/4

Y1 - 2012/9/4

N2 - As evidenced through both a historical record of project over-runs and a large number of projects currently under media spotlight for cost over-runs e.g.Edinburgh Tram system, managing projects can be a risky business. Managers are faced with effectively engaging and working with often a multitude of parties(suppliers, government, consultants, general public and own staff), anticipating and dealing with a wealth of often interlocking uncertainties (ranging from technological innovation to force majeure), and often undertaking these activities within a compressed timeframe (which exacerbates the situation) This paperdescribes a risk management process that has been developed to assist managers facing such situations. The process explicitly engages a range of stakeholders using a group decision support system (allowing for equality of view) and causal mapping process (which facilitates the surfacing of risks along with their ramifications), and thus provides not only a comprehensive appreciation of the totality of the risks identified but also a greater understanding of their subtleties, consequences etc. The paper will discuss a real case where the process was used to gain an understanding of the risks associated with developing a new energy system. The paper will describe the process and its implications, before reflecting on the insights, limitationsand future research.

AB - As evidenced through both a historical record of project over-runs and a large number of projects currently under media spotlight for cost over-runs e.g.Edinburgh Tram system, managing projects can be a risky business. Managers are faced with effectively engaging and working with often a multitude of parties(suppliers, government, consultants, general public and own staff), anticipating and dealing with a wealth of often interlocking uncertainties (ranging from technological innovation to force majeure), and often undertaking these activities within a compressed timeframe (which exacerbates the situation) This paperdescribes a risk management process that has been developed to assist managers facing such situations. The process explicitly engages a range of stakeholders using a group decision support system (allowing for equality of view) and causal mapping process (which facilitates the surfacing of risks along with their ramifications), and thus provides not only a comprehensive appreciation of the totality of the risks identified but also a greater understanding of their subtleties, consequences etc. The paper will discuss a real case where the process was used to gain an understanding of the risks associated with developing a new energy system. The paper will describe the process and its implications, before reflecting on the insights, limitationsand future research.

KW - project management

KW - risk management approaches

KW - stakeholder engagement

UR - http://www.theorsociety.com/Pages/Conferences/OR54/OR54_new.aspx

M3 - Paper

ER -

Ackermann F, Howick S, Houghton T, Quigley J, Walls L. Managing projects in an uncertain world: engaging stakeholders, and building a systemic view of risk. 2012. Paper presented at OR54 Annual Conference 2012, Edinburgh, United Kingdom.