INTRODUCTION One of us (2nd author), a former owner of a $22M technology development firm, has first-hand experience observing, diagnosing, and leading projects from conceptualization stage to the termination stage in the capacity of a senior leader, project manager, functional manager, staff member as well as a client. Due to a myriad of reasons (e.g., significant uncertainty about decision-making authority, groups working with different goals and expectations), the author has witnessed conflicts of varying intensity (measured in terms of frequency and magnitude) at various stages throughout IT project life cycles. It's been well documented by The Standish Group International (1995) that only 16% of application development projects were considered successful in terms of being completed on time and with budget. There are many elements to an IT project and internal risks and external risks need to be facilitated according to Marchewka (2010), and with these risks tension and arise. In order to foster strong relationships and better communication between parties, as well as promote continued progress toward projects' objectives, the 2nd author has employed various resolution techniques and has many 'war stories' dealing with failed (i.e., not delivering on the agreed upon objectives) projects. Thus, a search for a better approach to management in particular and project management in general continues (literature overview in the next section further supports this assertion). Hence, this paper introduces Goldratt's evaporating clouds as an enabling tool to resolve conflicts and successfully implement theory of constraints (TOC)-based ideas to deliver projects on time, on budget, and within scope. The process of project management (PM) inherently requires input from and interactions among various stakeholders with different points of view about how to achieve project objectives throughout a project's life cycle. Thus, conflicts within a project are inevitable and even desirable (Tjosvold, 2008). Increasingly, organizations are recognizing conflicts as a source of innovation and creativity (Nemeth, Personnaz, Personnaz, & Goncalo, 2004) and are adopting a more strategic approach to managing conflicts. Thus, management (CM) competency is being recognized as useful by project managers but there is a dearth of systematic process approaches to resolve the conflicts (Lipsky & Seeber, 2006; Kerzner, 2006). The primary purpose of this article is to provide insight on a tool, the evaporating cloud (EC) developed by Dr. Goldratt, the founder of the Theory of Constraint (TOC), as a systematic approach for getting from a stage to a solution stage. Recently, much has been written about the EC (Gupta, Boyd, & Kuzmits, 2011), but its versatile applications in the PM area have not been addressed. This paper is organized as followed: in this section, we will further discuss the term conflict by briefly summarizing various types/categories of conflicts that occur in the project environment. In the second section, we discuss resolution techniques as suggested in various literature and show that there is still a need for a comprehensive tool and generic approach to resolve conflicts. In the third section, we provide a brief overview of relevant TOC concepts and introduce Goldratt's Evaporating Cloud (EC) as a structured and systematic management tool using a simple example from an IT project manager's perspective. In the fourth section, we discuss a real-world application using an EC webapp. We conclude this paper by acknowledging the limitations of our work and recommend future research to empirically test the usefulness of this tool for IT project managers. Conflicts in Projects: Definition and Types Although there is no one clear definition of conflict, in this paper we adopt a broad organizational conceptualization proposed by Rahim (i. …
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