Deviation, emergent requirements and value delivery: a marketing and ‘business development’ perspective

The paper builds on the previous research about deviations as departures from expectations set in project plans. The purpose is to establish whether project businesses address emergent requirements as threats or opportunities. The aim is to consider the operational perspectives adopted. The theoretical framing is developed through the review of the deviation-related and marketing and business development management-related literature pertaining to the management of projects. An interpretative methodology is applied. A case study method was applied. The UK operations of three international contractors were examined via semi-structured interviews. The main findings were that emergent requirements were treated as deviations to plan and task within traditional project management; emergent requirements were not addressed as client and service issues from a marketing perspective; and, any response was largely considered to be a risk rather than an opportunity to add value, increase turnover and profit, and secure improved client satisfaction and repeat business.