Article ID: | iaor20141842 |
Volume: | 238 |
Issue: | 1 |
Start Page Number: | 290 |
End Page Number: | 299 |
Publication Date: | Oct 2014 |
Journal: | European Journal of Operational Research |
Authors: | Ackermann Fran, Walls Lesley, Quigley John, Howick Susan, Houghton Tom |
Keywords: | causal mapping |
As evidenced through both a historical and contemporary number of reported over‐runs, managing projects can be a risky business. Managers are faced with the need to effectively work with a multitude of parties and deal with a wealth of interlocking uncertainties. This paper describes a modelling process developed to assist managers facing such situations. The process helps managers to develop a comprehensive appreciation of risks and gain an understanding of the impact of the interactions between these risks through explicitly engaging a wide stakeholder base using a group support system and causal mapping process. Using a real case the paper describes the modelling process and outcomes along with its implications, before reflecting on the insights, limitations and future research.