This paper presents the findings of a case study that investigates how developers and managers deal with ambiguous and fluctuating requirements during an embedded system development in a structured process management environment. In particular, this paper focuses on improvisation and bricolage actions as a coping strategy by software developers and managers. This research adopts an interpretive approach that involves the collection and analysis of qualitative data. In this study, we observed a turbulent environment with situated improvisational and bricolage responses from developers and managers. The organizational structured process management framework was not sophisticated enough to deal with the existing challenges. Moreover, some improvisational and bricolage activities became institutionalized and, hence, became organizational routines of developers and managers. This paper indicates the value of reflexive practices as vital issues for strategic conduct in the event that improvisational and bricolage activities were deployed as a coping strategy.