Making sense of rework causation in offshore hydrocarbon projects

Peter E D Love, Fran Ackermann, Jim Smith, Zahir Irani, David J. Edwards

Research output: Contribution to journalArticleResearchpeer-review

2 Citations (Scopus)
39 Downloads (Pure)

Abstract

Retrospective sensemaking is used to determine how and why rework in offshore hydrocarbon projects occurred. Staff from organizations operating at the blunt end (e.g., clients/design engineers providing finance and information) and those at the sharp end (e.g., contractors at the "coal-face") of a project's supply chain were interviewed to make sense of the rework that occurred. The analysis identified the need for managers to de-emphasize an environment that prioritizes production over other considerations and instead systematically examine mechanisms and factors that shape people's performance. Limitations of the research and the implications for managerial practice are also identified.

Original languageEnglish
Pages (from-to)16-28
Number of pages13
JournalProject Management Journal
Volume47
Issue number4
DOIs
Publication statusPublished - 1 Aug 2016

Cite this

Love, Peter E D ; Ackermann, Fran ; Smith, Jim ; Irani, Zahir ; Edwards, David J. / Making sense of rework causation in offshore hydrocarbon projects. In: Project Management Journal. 2016 ; Vol. 47, No. 4. pp. 16-28.
@article{3a279635fd7940aaa3f61a99516e5a09,
title = "Making sense of rework causation in offshore hydrocarbon projects",
abstract = "Retrospective sensemaking is used to determine how and why rework in offshore hydrocarbon projects occurred. Staff from organizations operating at the blunt end (e.g., clients/design engineers providing finance and information) and those at the sharp end (e.g., contractors at the {"}coal-face{"}) of a project's supply chain were interviewed to make sense of the rework that occurred. The analysis identified the need for managers to de-emphasize an environment that prioritizes production over other considerations and instead systematically examine mechanisms and factors that shape people's performance. Limitations of the research and the implications for managerial practice are also identified.",
author = "Love, {Peter E D} and Fran Ackermann and Jim Smith and Zahir Irani and Edwards, {David J.}",
year = "2016",
month = "8",
day = "1",
doi = "10.1177/875697281604700403",
language = "English",
volume = "47",
pages = "16--28",
journal = "Project Management Journal",
issn = "1938-9507",
publisher = "Wiley-Blackwell",
number = "4",

}

Making sense of rework causation in offshore hydrocarbon projects. / Love, Peter E D; Ackermann, Fran; Smith, Jim; Irani, Zahir; Edwards, David J.

In: Project Management Journal, Vol. 47, No. 4, 01.08.2016, p. 16-28.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Making sense of rework causation in offshore hydrocarbon projects

AU - Love, Peter E D

AU - Ackermann, Fran

AU - Smith, Jim

AU - Irani, Zahir

AU - Edwards, David J.

PY - 2016/8/1

Y1 - 2016/8/1

N2 - Retrospective sensemaking is used to determine how and why rework in offshore hydrocarbon projects occurred. Staff from organizations operating at the blunt end (e.g., clients/design engineers providing finance and information) and those at the sharp end (e.g., contractors at the "coal-face") of a project's supply chain were interviewed to make sense of the rework that occurred. The analysis identified the need for managers to de-emphasize an environment that prioritizes production over other considerations and instead systematically examine mechanisms and factors that shape people's performance. Limitations of the research and the implications for managerial practice are also identified.

AB - Retrospective sensemaking is used to determine how and why rework in offshore hydrocarbon projects occurred. Staff from organizations operating at the blunt end (e.g., clients/design engineers providing finance and information) and those at the sharp end (e.g., contractors at the "coal-face") of a project's supply chain were interviewed to make sense of the rework that occurred. The analysis identified the need for managers to de-emphasize an environment that prioritizes production over other considerations and instead systematically examine mechanisms and factors that shape people's performance. Limitations of the research and the implications for managerial practice are also identified.

UR - http://www.scopus.com/inward/record.url?scp=85053805198&partnerID=8YFLogxK

U2 - 10.1177/875697281604700403

DO - 10.1177/875697281604700403

M3 - Article

VL - 47

SP - 16

EP - 28

JO - Project Management Journal

JF - Project Management Journal

SN - 1938-9507

IS - 4

ER -