dc.creatorMartínez Oropesa, Ciro
dc.date.accessioned2023-05-08T15:21:46Z
dc.date.accessioned2023-06-06T14:18:44Z
dc.date.available2023-05-08T15:21:46Z
dc.date.available2023-06-06T14:18:44Z
dc.date.created2023-05-08T15:21:46Z
dc.date.issued2022
dc.identifier9786525801735
dc.identifierhttps://hdl.handle.net/10614/14705
dc.identifierUniversidad Autónoma de Occidente
dc.identifierRepositorio Educativo Digital UAO
dc.identifierhttps://red.uao.edu.co/
dc.identifier.urihttps://repositorioslatinoamericanos.uchile.cl/handle/2250/6649307
dc.description.abstractBased on the framework of the Rasmussen model, this research focused on establishing a relationship between human error and project success to execute error detection, particularly concentrating on the causes associated with the project development systems and practices used. The applied research involved a strategic sample of two companies, 14 projects under execution and 68 stakeholders playing different roles in projects. Therefore, documentary evidence and stakeholder perceptions were collected through surveys and semi-structured interviews to assess the occurrence of human errors and their impact on project success regarding time, scope, cost, quality and management. Furthermore, the Rasmussen model and its supporting analysis tools were implemented to foster decision-making and cognitive processes. Results indicated that the research successfully identified root causes of the error and their relationship with automation based decision-making and defined compliance with rules or previous knowledge and means of preventing or defending from them
dc.languageeng
dc.publisherAtena Editora
dc.publisherPonta Grossa
dc.relation199
dc.relation179
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dc.rightshttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.rightsinfo:eu-repo/semantics/openAccess
dc.rightsAtribución-NoComercial-SinDerivadas 4.0 Internacional (CC BY-NC-ND 4.0)
dc.rightsDerechos reservados -Atena Editora, 2022
dc.titleThe project management and the human error
dc.typeCapítulo - Parte de Libro


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