Di Maddaloni, Francesco; Pinto, Jeffrey; Davis, Kate; (2020) Drawing new cards or standing pat: Antecedents, dynamics, and consequences of project manager replacement. In: Proceedings of the EURAM Annual Conference 2020. European Academy of Management (EURAM): Ireland (Virtual).

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Abstract

Research on project management in various industries provides clear evidence that the majority of projects – even ultimately successful ones – run into significant problems at one time or other during their development. Determining how to define and diagnose these problems – especially determining which problems are minor and which represent serious threats to the project’s viability – is a challenge in any firm. Consequently, organizations have a variety of mechanisms at their disposal to address, and hopefully, correct projects that are experiencing difficulties. One of the most radical is the decision to replace the project manager while the project is ongoing. The decision to replace a project manager ‘mid-stream’ typically involves weighing the pros and cons of making such a major change to an on-going project against the potential benefits of bringing in a new manager, with a different perspective or set of managerial and/or technical skills. Using a qualitative data collection methodology, we interviewed 19 key informants who had experience as part of project manager replacement efforts in the past. This paper investigates the decision to replace project managers, identifying the critical decision criteria and mechanisms involved in such decisions. We propose a process model, based on our analysis, which identifies the critical antecedents, effects, and consequences of project manager replacement.

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