essential-guide-to-qualitative-in-organizational-research

tended to get shovedin the background, much to thedismay of Findings fromdemonstrationsdiscussed firstClarify the positionon the projectPM seems to bedisguising/hidinginformation aboutstaff resourcingFigure 9.4Project assuranceTo initiate the process forcarrying out an O&M studyATTENDING MEETINGSMake recommendations toproject board on what todo about PM’s requestfor decisionsConsensus seemed to be thatforthcoming project boardwould be cancelled becausenot enough information totake decisionsTo enlighten with the options being presentedPlanningHow to start O&MinvestigationI said to go for Xmas came into the roomby accident and was asked if there werean end date for the activity togive estimate of timescaleand work required set out fears with regardto credibility loss ifcosts escalatedDISCUSSIONSInformationMake sure we areon the right trackI insisted that PM madethe case for going forConfirmed thatwhat we had doneso far was correctseemed pleased that wehad contacted himShe warmed tothe view howeverwas scepticalTo elicituser views8th SeptDEMONSTRATIONS18th SeptIn order todemonstrateall facilitiesScepticism sweptaway … mostimpressedDiary of the user project manager. Originally published as Figure 6.5 in Symon, G. (1998) Qualitative research diaires. In G. Symon and C. Cassell (eds)Qualitative Methods in Organizational Research and Analysis. London: Sage Publications. p 111108 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––