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Reframing Project Management Process Paralysis: An Autoethnographic Study of the UK Fire Service

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  • Barber, Carl
  • Dacre, Nicholas
  • Dong, Hao

Abstract

The Covid-19 pandemic has created new social, environmental, and economic challenges for organisational routines, and a multilevel perspective of project management processes and decision making is required to untangle the complex nature of projects and phenomena. This research hence aims to investigate reframing of traditional project failure reasoning in pressurised situations by adopting a wider organisational view of the causation of failure using models from high-risk industries which support good decision-making practices and highlighting the project, programme and organisational structures which inherently position a project manager to fail in conditions with cognitive overload, limitations, and constraints. Through an institutional perspective, both individuals (the project managers) and organisations are considered under the influence of normative and cognitive pressures, and both are sources of change.

Suggested Citation

  • Barber, Carl & Dacre, Nicholas & Dong, Hao, 2021. "Reframing Project Management Process Paralysis: An Autoethnographic Study of the UK Fire Service," SocArXiv hxm68, Center for Open Science.
    • Handle: RePEc:osf:socarx:hxm68
    DOI: 10.31219/osf.io/hxm68
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    References listed on IDEAS

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    1. Christoph Schmidt, 2016. "Agile Software Development," Progress in IS, in: Agile Software Development Teams, chapter 0, pages 7-35, Springer.
    2. Sonjit, Patcharin & Dacre, Nicholas & Baxter, David, 2021. "Homeworking Project Management & Agility as the New Normal in a Covid-19 World," SocArXiv 5atf2, Center for Open Science.
    3. Reynolds, David & Dacre, Nicholas, 2019. "Interdisciplinary Research Methodologies in Engineering Education Research," SocArXiv cj6wt, Center for Open Science.
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