Gaps between project practice and standard project management - Case study in a construction company on the time schedule and the position of project managers with regards to power relations
| dc.contributor.author | LÖHLEIN, MALTE | |
| dc.contributor.department | Chalmers tekniska högskola / Institutionen för arkitektur och samhällsbyggnadsteknik | sv |
| dc.contributor.department | Chalmers University of Technology / Department of Architecture and Civil Engineering | en |
| dc.date.accessioned | 2019-07-03T14:51:39Z | |
| dc.date.available | 2019-07-03T14:51:39Z | |
| dc.date.issued | 2018 | |
| dc.description.abstract | Starting from a critique on standard project management, represented by the PMBoK1 this master thesis has the goal to explore gaps between practice and standard project management. A focus is put on power relations because the influence of subtle power relations can have negative consequences for practice in project settings. The two research questions deal with two areas of project management which were chosen because they gave most interview data. These examples are researched with a focus on power to show gaps between the understanding of standard project management and actual practice. The areas on which the two research questions are based are: (1) the project management tool of time schedules, (2) the power relation between project managers and subcontractors. Ten interviewees working in a Swiss general contractor were asked to reflect on the topic of hierarchy and power relations. The case study formed the basis for answering the research questions. Theoretical background is formed by critical management studies in connection with a structural and constructivist interpretation. Structural interpretation is based on Clegg (2013) and the constructivist interpretation uses Foucault and Actor- Network-Theory (ANT). The master thesis concludes: (1) that the time schedule changes roles during practice and can lose trust from practitioners because of unequal power distribution which leads to frustration as practitioners using the time table lack power to adapt it to practice reality. (2) project managers adapt their behaviour towards the subcontractors to be able to keep control over them which shows gaps between formal authority and power relations in practice. | |
| dc.identifier.uri | https://hdl.handle.net/20.500.12380/255761 | |
| dc.language.iso | eng | |
| dc.relation.ispartofseries | Report - Department of Civil and Environmental Engineering, Chalmers University of Technology : ACEX30-18-08 | |
| dc.setspec.uppsok | Technology | |
| dc.subject | Samhällsbyggnadsteknik | |
| dc.subject | Civil Engineering | |
| dc.title | Gaps between project practice and standard project management - Case study in a construction company on the time schedule and the position of project managers with regards to power relations | |
| dc.type.degree | Examensarbete för masterexamen | sv |
| dc.type.degree | Master Thesis | en |
| dc.type.uppsok | H | |
| local.programme | Design and construction project management (MPDCM), MSc |