Plans are nothing, changing plans is everything: the impact of changes on project success

By Dov Dvir, Thomas G. Lechler. 2004

389 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a02ede47dc08fc24f568f00da236dad8c5858950

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Ofer Zwikael
2. J. Smyrk
3. Hiroyuki Okamuro

In Management Science and Operations Research

1. Ofer Zwikael
2. J. Smyrk
3. Hiroyuki Okamuro

In Strategy and Management

1. Ofer Zwikael
2. J. Smyrk
3. Hiroyuki Okamuro

Citations in the corpus

• Determinants of successful R&D cooperation in Japanese small businesses: The impact of organizational and contractual characteristics (2007, background): “To address this issue, the dynamic process of cooperation should be considered explicitly (Cf. Reuer et al,, 2002; Dvir and Lechler, 2004).”
• A General Framework for Gauging the Performance of Initiatives to Enhance Organizational Value (2012, positive): “In summary, while the underlying rationale for all projects is that they seek specific target benefits (Dvir and Lechler, 2004), benefits do not appear amongst the criteria used in most performance measur ment systems.”
• Project governance: Balancing control and trust in dealing with risk (2015, methodology): “…this paper seeks to determine not only whether models of project governance should be augmented with a supporting accountability for benefit realization, but also how such a role could be reconciled with the project manager’s accountability for output delivery (Herroelen 2005; Dvir & Lechler 2004).”