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_____ ____ _______ ___ ______ __ _____________Outils pour traiter les points de vulnérabilité
van Wyk., R., Bowen, P., and Akintoye, A. (2008). Project risk management practice: The case of a South African utility company. International Journal of Project Management 26, 149–163. The Western Cape Recovery Plan project (pp. 151, 156)
van Wyk., R., Bowen, P., and Akintoye, A. (2008). Project risk management practice: The case of a South African utility company. International Journal of Project Management 26, 149–163. The Western Cape Recovery Plan project (pp. 151, 156)
• Règles• Information extérieure• Fournisseurs extérieurs• Brouillard• Réaction des consommateurs
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Ceci est une vulnérabilité
van Wyk., R., Bowen, P., and Akintoye, A. (2008). Project risk management practice: The case of a South African utility company. International Journal of Project Management 26, 149–163. The Western Cape Recovery Plan project (pp. 151, 156)
van Wyk., R., Bowen, P., and Akintoye, A. (2008). Project risk management practice: The case of a South African utility company. International Journal of Project Management 26, 149–163. The Western Cape Recovery Plan project (pp. 151, 156)
• Habileté à maintenir l’approvisionnement• État de l’usine• Habileté à répondre aux changements• Nombre insuffisant de travailleurs• Communication pauvre
Source: Winch (2013). Escalation in major projects: Lessons from the Channel Fixed Link. International Journal of Project Management 31, 724–734.
Source: Flyvbjerg (2008). Curbing Optimism Bias and Strategic Misrepresentation in Planning: Reference Class Forecasting in Practice. European Planning
1 Shore (2008, p. 9). 2 Shore (2008, p. 12). 3 Flyvbjerg (2005). 4 Winch (2013). 5 Flyvbjerg (2005). Sure ?? 6 Shore (2008, p. 11).
Source: Winch (2013). Escalation in major projects: Lessons from the Channel Fixed Link. International Journal of Project Management 31, 724–734.
Source: Flyvbjerg (2008). Curbing Optimism Bias and Strategic Misrepresentation in Planning: Reference Class Forecasting in Practice. European Planning
Source: Brady and Davies (2010). From hero to hubris – Reconsidering the project management of Heathrow’s Terminal 5. International Journal of Project Management 28, 151–157
Source: Brady and Davies (2010). From hero to hubris – Reconsidering the project management of Heathrow’s Terminal 5. International Journal of Project Management 28, 151–157
Source: Dissatisfaction factor on the part of the client as per Yu-Chih Liu, J., and Rizki Yuliani, A. (2016). Differences Between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach. Project Management Journal 47(1), 45–58
Source: Dissatisfaction factor on the part of the client as per Yu-Chih Liu, J., and Rizki Yuliani, A. (2016). Differences Between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach. Project Management Journal 47(1), 45–58
Escalation determinants as per Meyer, W.G. (2014). The Effect of Optimism Bias on the Decision to Terminate Failing Projects. Project Management Journal 45(4), 7–20
Psychological aspect
Some escalation determinants Underlying construct 4 P’s
Source: Dissatisfaction factor on the part of the client as per Yu-Chih Liu, J., and Rizki Yuliani, A. (2016). Differences Between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach. Project Management Journal 47(1), 45–58
Source: Dissatisfaction factor on the part of the client as per Yu-Chih Liu, J., and Rizki Yuliani, A. (2016). Differences Between Clients’ and Vendors’ Perceptions of IT Outsourcing Risks: Project Partnering as the Mitigation Approach. Project Management Journal 47(1), 45–58
VULNÉRABILITÉS aspect mécanique
Project triangle
Dissatisfaction factors Parameters 4 P’s
“Vendor financial instability” Cost PLAN
“Failure to consider all costs” Costs PLAN
“Lack of documentation management” Quality Process
“Lack of effective development methodology” Quality PROCESS
“Incomplete contracting” Quality PLAN
“Improper definitions of roles and responsibilities” Quality PLAN
“Poor change management” Quality POWER
“Inadequate planning” Quality/Time PLAN
“Requirements misunderstanding (or unclear) Quality… PLAN
“Lack of schedule and budget management” Time, cost PLAN
Escalation determinants as per Meyer, W.G. (2014). The Effect of Optimism Bias on the Decision to Terminate Failing Projects. Project Management Journal 45(4), 7–20
Hwang, B.-G., Zhao, X., and Goh, K.J. (2014), p. 704 and demotivating factors (closely associated by us with the work of as per Oyedele, L.O. (2013). Analysis of architects' demotivating
factors in design firms. International Journal of Project Management 31, 342–354.
Hwang, B.-G., Zhao, X., and Goh, K.J. (2014), p. 704 and demotivating factors (closely associated by us with the work of as per Oyedele, L.O. (2013). Analysis of architects' demotivating
factors in design firms. International Journal of Project Management 31, 342–354.
Psychological aspect
Demand Nature of problem Potential Demotivating factors (p. 347)1
“Replacement of materials by the client” Technical “Clients demand for radical and high-
degree of innovation in design” (2)
“Obstinate nature of the client” Psychological
“Difficulty in understanding idiosyncratic and tacit needs of clients” (10) “Uncooperative behaviours of clients/other project stakeholders” (15)
“Financial problems faced by the client” Cost ----
“Impediment in prompting the decision making of the client” Psychological/Social ---
“Change in specification by the client” Technical “Unrealistic project demands from
clients” (2, 22) “Inadequate/incomprehensive project objectives by the client”
Cognitive ----
“Change of plans or scope by the client”
Could be many causes ----
1 Survey respondets : 172. Rank out of 43 causes of demotivation.
• Un effort concret • Réalisation d’un résultat unique et innovateur• Répondant à un besoin• A un début et une fin• Implique des personnes • Comporte des défis • A des impacts positifs et possiblement négatifs • Génère une documentation officielle