Control mechanisms in replacing the project manager: an interpretive study of Finnish IT companies

Abstract

Information technology or information systems projects often encounter numerous challenges that can impact performance or lead to crises. During such crises, decision-makers often consider replacing the project manager (RPM) as a potential solution. However, existing studies lack detailed empirical evidence on how to effectively control the RPM process. This chapter addresses this gap by using an interpretive case study as the research approach to explore how RPM can be managed. Data were collected from Finnish information technology companies through interviews and secondary sources. Control theory was used as the theoretical background. Our contribution to the literature includes a proposed model explaining the phases of RPM and the control mechanisms for each phase. This research also has practical implications, offering guidelines for practitioners to minimize the negative impacts of RPM.