@article{18217,
  author = {Leif Knutsen and Jo Hannay and Ingebj{\o}rg Bjaaland},
  title = {Do or die projects that meet important and unexpected needs under unyielding deadlines -- current research and proposed concepts},
  abstract = {While there are several examples of projects that have succeeded in meeting ambitious goals extraordinarily quickly under times of crisis, the phenomenon and its underlying mechanisms are understudied. Research to date is also hampered by ambiguity in terms. Still, such projects are likely to be needed more often during times of volatility, uncertainty, complexity, and ambiguity (VUCA). Concepts are needed to delineate and guide research of such projects and to support their execution. Understanding what allows these exceptional projects to succeed can also give valuable insights into mechanisms for project success in conventional circumstances.We address the conceptual shortcomings through an analysis and synthesis of the limited literature on the phenomenon. From this analysis, we develop a conceptual model of do-or-die projects for which we suggest hypotheses suitable for further research.The core concepts that arise include \emph{exceptional clarity in defined needs}, \emph{efficient enabling structural arrangements}, work practices that deviate from standard rules of working, and high-performing feedback loops.The findings may guide organizations that encounter important, urgent, and unexpected needs in delivering solutions beyond their typical capabilities. The findings are also applicable to conventional projects, as circumstances continue to become increasingly volatile and uncertain.The do-or-die projects concept may respond quickly to potentially catastrophic costs of failure. Awareness of the possibilities offered by our findings may be crucial in addressing both short-term and long-term crises with high societal stakes.},
  year = {2025},
  journal = {International Journal of Project Management},
  publisher = {Elsevier},
}