Making sense of rework causation in offshore hydrocarbon projects

Article Scheduling, Complexity, Talent Management, Resource Management, PM in Academia 1 August 2016

Project Management Journal

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

How to cite this article:

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.
Retrospective sense making 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 "coalface") of a projects 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 peoples performance. Limitations of the research and the implications for managerial practice are also identified.
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