Making sense of rework causation in offshore hydrocarbon projects

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

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2 Citations (Scopus)
106 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, P. E. D., Ackermann, F., Smith, J., Irani, Z., & Edwards, D. J. (2016). Making sense of rework causation in offshore hydrocarbon projects. Project Management Journal, 47(4), 16-28. https://doi.org/10.1177/875697281604700403