Abstract
Replacement of the Project Manager (RPM) is a known phenomenon in information systems (IS) projects, but scholarly articles on the issue are scarce. To help fill this gap, this study provides an explanation of why RPM occurs in IS projects, how it unfolds over time, and how it affects a project. Based on the analysis of qualitative data, a process model is suggested. The model uses the concept of social mechanisms to explain causal relationships. The activation of deterioration mechanisms initiates the demand or need for RPM, and as a response project healing mechanisms are activated. If RPM is decided upon, handover mechanisms are activated, and after handover, the project experiences post-handover mechanisms. The model is a combination of teleological (goal directed) and dialectical (rival forces) motors, as both the joint and individual goals of the participants motivate RPM. However, the attainment of individual goals in some cases conflicts with others’ goals during the RPM process.
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Vartiainen, T. (2015). How the Replacement of the Project Manager Unfolds in IS Projects. In: Oinas-Kukkonen, H., Iivari, N., Kuutti, K., Öörni, A., Rajanen, M. (eds) Nordic Contributions in IS Research. SCIS 2015. Lecture Notes in Business Information Processing, vol 223. Springer, Cham. https://doi.org/10.1007/978-3-319-21783-3_13
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