ABSTRACT
How should we respond to project emergencies? Terms such as emergency, urgency or unexpectedness do not really feature
in the traditional project management vocabulary or bodies of knowledge. Conventional project management wisdom assumes a somewhat linear
progression from problem articulation towards the development of a solution. Given that projects imply novelty and innovation, the process flows from a state of greater uncertainty, where little is known about the context and boundaries, to a point where implementation can occur with predictable impacts and outcomes. Knowledge is enhanced and accumulated during this journey. Consequently, in idealised form, the life of a project can be typified by a progressively decreasing level of uncertainty and a growing familiarity.
