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Opportunity discovery in initiated and emergent change requests
Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.ORCID iD: 0000-0002-1224-792X
Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.ORCID iD: 0000-0002-7816-1213
Chalmers Univ Technol, Dept Technol Management & Econ, S-41296 Gothenburg, Sweden..
Stevens Inst Technol, Sch Business, Hoboken, NJ 07030 USA..
2019 (English)In: DESIGN SCIENCE, ISSN 2053-4701, Vol. 5, article id e5Article in journal (Refereed) Published
Abstract [en]

When a change request is raised in an engineering project an ad hoc team often forms to manage the request. Prior research shows that practitioners often view engineering changes in a risk-averse manner. As a project progresses the cost of changes increases. Therefore, avoiding changes is reasonable. However, a risk-averse perspective fails to recognize that changes might harbor discoverable and exploitable opportunities. In this research, we investigated how practitioners of ad hoc teams used practices and praxes aimed at discovering and exploiting opportunities in engineering change requests. A single case study design was employed using change request records and practitioner interviews from an engineering project. 87 engineering change requests were analyzed with regards to change triggers, time-to-decision and rejection rate. In total, 25 opportunities were discovered and then 17 exploited. Three practices and six praxes were identified, used by practitioners to discover and exploit opportunities. Our findings emphasize the importance of the informal structure of ad hoc teams, to aid in opportunity discovery. The informal structure enables cross-hierarchal discussions and draws on the proven experience of the team members. Thus, this research guides project managers and presumptive ad hoc teams in turning engineering changes into successful opportunities.

Place, publisher, year, edition, pages
CAMBRIDGE UNIV PRESS , 2019. Vol. 5, article id e5
Keywords [en]
engineering change management, deviation management, uncertainty management, projects-as-practice approach
National Category
Other Engineering and Technologies
Identifiers
URN: urn:nbn:se:mdh:diva-42983DOI: 10.1017/dsj.2019.4ISI: 000460675300001Scopus ID: 2-s2.0-85065029288OAI: oai:DiVA.org:mdh-42983DiVA, id: diva2:1300818
Available from: 2019-03-29 Created: 2019-03-29 Last updated: 2019-05-09Bibliographically approved

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Sjögren, PeterFagerström, Björn

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Citation style
  • apa
  • ieee
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  • vancouver
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  • de-DE
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  • en-US
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  • nn-NO
  • nn-NB
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Output format
  • html
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  • asciidoc
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