Elmar Kutsch

TL;DR: In this article, the authors present the results of a qualitative study of IT project managers, investigating their reasons for deeming certain known risks to be irrelevant and suggest that coping with "irrelevance" requires defence mechanisms, the effective management of relevance as well as the setting of, and sticking to priorities.

TL;DR: In this paper, the authors studied how project managers respond to unexpected events and how successful and unsuccessful responses differ from the perspective of the practitioner, and identified three pillars supporting successful responses to unexpected event: responsive and functioning structure at the organisational level, good interpersonal relationship at the group level and competent people at the individual level.

TL;DR: In this article, the authors investigate how project managers responsible for the management of risk in IT projects actually managed risk and to relate this back to established project risk management processes, finding that project managers tend to deny, avoid, ignore and delay dealing with risk, with the consequence of those actions having an adverse influence on their perceived effectiveness of risk management and the project outcomes.

TL;DR: In this article, the authors studied how project managers respond to unexpected events and how successful and unsuccessful responses differ from the perspective of the practitioner, and identified three pillars supporting successful responses to unexpected event: responsive and functioning structure at the organisational level, good interpersonal relationship at the group level and competent people at the individual level.

TL;DR: The management of risk is considered a key discipline by the Project Management Institute and the Association for Project Management as mentioned in this paper. However, knowledge of what needs to be done frequently fails to...