Anticipatory planning: Mitigating project risk

Sebaux, Alexandra, Clothier, Jeremy, Golovchenko, Anna and Parker, David W. (2011) Anticipatory planning: Mitigating project risk. Progressing Business, 3 6: 19-26.

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Author Sebaux, Alexandra
Clothier, Jeremy
Golovchenko, Anna
Parker, David W.
Title Anticipatory planning: Mitigating project risk
Journal name Progressing Business
Publication date 2011-10
Sub-type Article (original research)
Volume 3
Issue 6
Start page 19
End page 26
Total pages 8
Place of publication City East, QLD, Australia
Publisher Progressing Business Institute
Collection year 2012
Language eng
Formatted abstract
Jim Crear, CIO of Standish Group, a company that has been monitoring IT projects since 1994, revealed in 2009 that the highest rate of IT project failure in over a decade had just been reached – some 68 per cent of projects had been identified as not meeting original targets.

Project failure, in this instance,refers to the cancellation of the project or the ineffectiveness of the project, or a project which has been ‘challenged,’ that means a project which was not on time, on budget or did not meet the specification (Larson & Gray, 2011).

Many writers have laid blame to such problems with poor plannng - especially at the early stages in project scoping; during the defining and developing stages (Khan, 2006; Mochal, 2004). It is commomn practice, (PMI, 2008; Westland, 2003), to divide a project into four general stages: defining, planning, executing and closing.
Q-Index Code CX
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Non HERDC
UQ Business School Publications
 
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Created: Wed, 02 Nov 2011, 19:07:59 EST by Karen Morgan on behalf of UQ Business School