Content area
Full text
Introduction
Traditionally, projects within contemporary business are perceived as planned and controlled where unplanned events can be managed with appropriate planning tools and methods ([37] Nicholas, 2001; [41] PMI, 2004). If these tools and methods are used when planning the project, it is believed that it will meet the set budget and time requirements. However, despite efforts to plan and control, deviations of different sorts arise in projects and cause organizations cost overruns ([49] Standish Group, 1995). Deviations are inevitable, according to [39] Perrow (1999), due to the complexity of interrelations in a system or a project. To manage these situations proactive project managers use methods and tools related to risk. Being reactive, they apply change and control measures. However, these tools and methods do not describe what actually happens when a deviation occurs. That is, they do not describe the actions and the actuality of the projects, only what is considered to be the appropriate procedures.
This leads to the aim of this paper which is: to analyze, deepen and strengthen the understanding of how deviations are managed in practice in relation to the use of control methods and a reflection point of view. In order to understand deviations in practice (that is, what people do), as opposed to theory (that is, what people aspire to do), this paper uses and extends upon a Project-as-Practice-based approach where activities and people matter ([45] Schatzki et al. , 2001; [42] Reckwitz, 2002). In order to understand the managing of a project there is a need for a wider perspective than the project per se, encompassing organizational, individual and technical aspects ([7] Cicmil, 2005).
The paper is organized as follows: it begins with the general theoretical framework and a discussion of the traditional project management literature, followed by the concept of deviations. An alternative way of understanding the organizing of projects is then presented, where time, reflection, and participation are key concepts. After the theoretical framework and methodological considerations are discussed the studied case is presented and analyzed. The paper ends with concluding remarks and with suggestions for both academics and practitioners.
Theoretical framework
Project management
An essential feature of project management is its ability to get things done. Project management is aligned with the notion of...