Project teams: an untapped resource?

Abstract

Alignment has been identified as an important criteria for successful project teams. However, we need more knowledge on how alignment is achieved in project teams and also about potential negative effects of focusing alignment. This paper responds to a call for more in-depth empirical accounts of what goes on in projects and project management. More specifically, it provides insight into practices of achieving alignment in an inter-organizational project collaboration. The paper addresses potential negative effects of alignment, as findings show how these practices reduce the potential for diverse discussions over ideas, risks and solutions leaving project teams as an untapped resource.

The empirical material originates from a PhD project studying the appeal, use and effect of the risk matrix in an interorganizational project within the petroleum sector in Norway using a qualitative approach