- List of Figures
- List of Tables
- List of Contributors
- Introduction: Towards the Third Wave of Project Management
- A Brief History of Project Management
- Theoretical Foundations of Project Management: Suggestions for a Pluralistic Understanding
- The Evolution of Project Management Research: The Evidence from the Journals
- Prospects for Professionalism in Project Management
- The Project Business: Analytical Framework and Research Opportunities
- Projects and Partnerships: Institutional Processes and Emergent Practices
- Project Ecologies: A Contextual View on Temporary Organizations
- The P-Form Corporation: Contingencies, Characteristics, and Challenges
- Implementing Strategy through Projects
- Program Management: An Emerging Opportunity for Research and Scholarship
- Projects and Innovation: Innovation and Projects
- Project Governance
- Over Budget, Over Time, Over and Over Again: Managing Major Projects
- Managing Risk and Uncertainty on Projects: A Cognitive Approach
- Information Management and the Management of Projects
- Shaping Projects, Building Networks
- Innovating the Practice of Normative Control in Project Management Contractual Relations
- Trust in Relational Contracting and as a Critical Organizational Attribute
- Knowledge Integration in Product Development Projects: A Contingency Framework
- Leadership And Teamwork In Dispersed Projects
- Projects-as-Practice: New Approach, New Insights
- Author Index
- Subject Index
Abstract and Keywords
The realization is growing that projects fail not only because of incompetent execution, but also, and frequently, because of a muddled strategic context, inadequate scope, or unarticulated—and thus unresolved—tensions and/or trade-offs among the project stakeholders. This realization has a straightforward message: project managers could benefit a great deal from expanding their activity to account for strategy alignment and organizational enablers. This article proposes that this view, although a step forward, still decouples project management from strategy-making. It implies that the business people set the outcomes and charter, and project management executes. Yet, this view misses the fact that strategy is not made only “at the top” and then cascaded down. In a world of increasing uncertainty, volatility, and interdependence across forms, industries, and countries, strategy is emergent; it has to adjust to events as they occur.
Christoph Loch is Chaired Professor of Technology Management at INSEAD. His research interests revolve around R&D management, project management, strategy deployment, and motivating professionals. He has published four books and fifty articles in leading journals, of which twenty are co-authored with practicing managers. He holds a Wirtschaftsingenieur degree from the Darmstadt Institute of Technology, an MBA from the University of Tennessee, and a Ph.D. from Stanford University.
Stylianos Kavadias is the Edward J. Brown Jr. Associate Professor of Technology and Operations Management at the College of Management of Georgia Tech. His research focuses on the strategic, organizational, and process determinants of resource allocation in project portfolios, and has published frequently in Management Science. He teaches project management and product development in MBA and executive programs at Georgia Tech.
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