Crisis Management in IT-Projects

Project often takes different forms and many times project refers to activities that are not part of the standard activity of a company, although in some organizations and cases working in project are something common and natural. Defining a project is very difficult because of the various ways a project can take.


Crisis are extremely difficult to predict and according to Curtin, Hayman and Husein (2005) this is a problem that worsen by the trend in the 1970s and 80s where companies developed managers to be specialists. One example of this trend could be that a finance director knows only about finance, likewise for the marketing director, the technology director and operations director who all have their specialist fields. This kind of approach will lead to gaps in the management structure, since a finance director who is driven by profits and earnings per share would most probably lose sight of the bigger picture which will prevent the chances of predicting any crisis (Curtin et al., 2005). This kind of thinking began to change in the 1990s and a new approach came into vogue where managers were produced to be far more rounded than they were previously, as a generalist (Curtin et al., 2005). Our purpose is to find out how crisis emerge in projects and investigate the role of emotion in crisis management.


1 Background
1.1 Problem Discussion
1.2 Purpose
1.3 Research Questions
1.4 Delimitation
1.5 Interested Parties
2 Methodology
2.1 Description of Methodologies
2.1.1 The Quantitative and Qualitative Methods
2.1.2 Our Choice
2.2 Method for data collection
2.3 Interview procedure
2.4 Interview strategy
2.4.1 Method for analysis
2.5 Company selection
2.5.1 Respondent sample
2.6 Trustworthiness
2.7 Knowledge characterizing and knowledge strategy
3 Theoretical Framework
3.1 What is project?
3.2 Putting together the project team
3.3 How to predict a crisis
3.4 Eight crucial Mistakes
3.4.1 Allowing too much complacency
3.4.2 Failing to create a sufficiently powerful guiding coalition
3.4.3 Underestimating the power of vision
3.4.4 Under-communicating the vision by a factor of 10(or 100, even 1,000)
3.4.5 Permitting obstacles to block the new vision
3.4.6 Failing to create short-term wins
3.4.7 Declaring victory too soon
3.4.8 Neglecting to anchor changes firmly in the corporate culture
3.5 Crises management vs. crises leadership
3.6 Crisis management
3.7 Emotion
3.7.1 Stress
3.7.2 Worry
3.7.3 Strain
3.8 Managing emotions
3.9 Success factors
3.10 Three Constraints
4 Empirical findings
4.1 Interview with Jan Samuelsoon at Jönköping City House.
4.2 Interview with Ulf Axelsson at SAAB Training AB
4.3 Interview with Johan Edvardsson at Finnmera
4.4 Interject with Magnus Öhlund at Teleca
4.5 Interview with Karl-Gustav Persson at Epsilon HighTec AB
5 Analyse
5.1 The composition of the project group
5.2 The emotional effect during crises situation
5.3 Success Factors
5.4 Three Constraints
5.5 Managing emotions
5.6 Can crisis be predicted?
6 Conclusion
6.1 Can crisis be predicted and prevented?
7 Final discussions
7.1 Reflections
7.2 Further research
List of References

Author: Sarhangpour, Babak,Norifard, Iman,Talebi, Mehdi

Source: Jönköping University

Reference URL 1: Visit Now

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