The paradox of project planning from an uncertainty perspective
From apppm
(Difference between revisions)
Line 7: | Line 7: | ||
== What is the paradox of project planning? == | == What is the paradox of project planning? == | ||
− | [[File:Example. | + | |
+ | [[File:The paradox of project planning.PNG|thumb|450px|Figure 1: Example of uncertainty quantification limitations [Figure created by the author, inspired by <ref name="Olsson">, Olsson, N. O. E. & Samset, K. (2006). Front-end management, flexibility, and project success. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute. </ref>]]] | ||
== Strategies to cope with the paradox of project planning == | == Strategies to cope with the paradox of project planning == | ||
Line 15: | Line 16: | ||
=== Limitations and pitfalls === | === Limitations and pitfalls === | ||
+ | |||
+ | |||
+ | ==References== | ||
+ | <references /> |
Revision as of 16:32, 20 February 2022
Developed by Freja Ejdrup Andersen, February 2022
Contents |
Abstract
What is the paradox of project planning?
Strategies to cope with the paradox of project planning
Front-end loading
Postpone decision-making
Limitations and pitfalls
References
- ↑ , Olsson, N. O. E. & Samset, K. (2006). Front-end management, flexibility, and project success. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute.