Project-ending competence in premature project closures

dc.contributor.authorHavila, V.
dc.contributor.authorMedlin, C.
dc.contributor.authorSalmi, A.
dc.date.issued2013
dc.description.abstractProject management literature tends to focus on the early phases of a project and on the associated generic project management competences, such as planning, scheduling, budgeting, resourcing and motivating. Only a small fraction of the discussion is devoted to project closure and to the competences needed when a project fails to reach the goals and so needs to be closed prematurely. The purpose of this paper is to develop an understanding of project-ending competences needed in premature project closures. Two cases of premature project closure are analysed in different contexts: in the car industry and the aircraft manufacturing industry. The key findings concern the managerial challenges that are present in premature project closures: the need for involvement of senior and also project managers, the need to understand the often changed role of internal and external project stakeholders, and the need to understand that the 'future matters' in premature project closure. © 2012 Elsevier Ltd. APM and IPMA.
dc.description.statementofresponsibilityVirpi Havila, Christopher J. Medlin, Asta Salmi
dc.identifier.citationInternational Journal of Project Management, 2013; 31(1):90-99
dc.identifier.doi10.1016/j.ijproman.2012.05.001
dc.identifier.issn0263-7863
dc.identifier.issn1873-4634
dc.identifier.orcidMedlin, C. [0000-0003-0567-2538]
dc.identifier.urihttp://hdl.handle.net/2440/78279
dc.language.isoen
dc.publisherPergamon
dc.rights© 2012 Elsevier Ltd. APM and IPMA. All rights reserved.
dc.source.urihttps://doi.org/10.1016/j.ijproman.2012.05.001
dc.subjectProject-ending competence
dc.subjectPremature project closure
dc.subjectTermination phase
dc.subjectCar industry
dc.subjectAircraft manufacturing industry
dc.titleProject-ending competence in premature project closures
dc.typeJournal article
pubs.publication-statusPublished

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