Project-Ending Competence In Networks: Two Cases Of Large Inter-Organizational Projects
Continuing restructure of business driven by global economic change and new technology often requires closure of existing manufacturing facilities. In cases where these terminations are unexpected and premature, the understanding and skills of project management can be applied to the closure. A network perspective that accounts for the influence of suppliers, end customers and other stakeholders over time, presents a new perspective on project management under premature termination. The paper examines, through two cases of premature termination, the changing role of external stakeholders. The first case is about the closure of a car manufacturing plant owned by Mitsubishi Motors Australia Limited. The second case is an aircraft plant owned by Saab of Sweden.