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    Using SSM in Project Management: aligning objectives and outcomes in organizational change projects

    Sarnoe, Lee, Paucar-Caceres, Alberto ORCID logoORCID: https://orcid.org/0000-0002-4690-561X, Pagano, Rosane ORCID logoORCID: https://orcid.org/0000-0002-3371-8989 and Castellini, Maria (2019) Using SSM in Project Management: aligning objectives and outcomes in organizational change projects. In: Problem Structuring Approaches and Management for Projects: demonstratingsSuccessful practice. Palgrave Macmillan, Cham, pp. 247-276. ISBN 9783319932637 (ebook); 9783319932620 (hardcover); 9783030066246 (softcover)

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    Abstract

    This paper aims to contribute to the use of SSM in Project Management, by exploring what happens in a real-world organisational change projects when stakeholders seem to agree in a set of initial-objectives and final-outcomes of the project. SSM Analyses are then use to explore the misalignments between initial-objectives and final-outcomes along the project life cycle. Initial results suggest that SSM helps to “shadow” these misalignments when structuring an unclear complex situation such as organisational change projects and that the application of SSM facilitates negotiations, generates debate, understanding and learning. This leads to meaningful collaboration among stakeholders and enables key changes to be introduced reflecting on the potential misalignments. Results also support SSM analysis of changes in role, norms or value adversely influencing project outcome.

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