- The Oxford Handbook of Management
- List of Figures
- List of Tables
- List of Contributors
- Introduction and Theoretical Overview: Management—Past, Present, and Future
- Scientific Management
- Human Relations
- Operations Management
- Peter F. Drucker’s Management by Objectives and Self-Control
- Studying Culture in Organizations: Not Taking for Granted the Taken-for-Granted
- The Opening Up of Organization Theory: Open Systems, Contingency Theory, and Organizational Design
- Future in the Past: A Philosophical Reflection on the Prospects of Management
- Managing People: Understanding the Theory and Practice of Human Resources Management
- Managing Operations
- Managing Projects
- Managing Data, Information, and Knowledge
- Managing Meaning—Culture
- Management and Leadership
- Fragmentation in Strategic Management: Process and Agency Issues
- Management Practice—and the Doing of Management
- Managing Change
- Management as a Practice of Power
- Management and Morality/Ethics—The Elusive Corporate Morals
- Management and Modernity
- Evidence-Based Management
- Management Education in Business Schools
- Management as an Academic Discipline?
- Culture, Context, and Managerial Behaviour
- International Management
- Management and Consultancy: Ambivalence, Complexity, and Change
- Author Index
- Subject Index
Abstract and Keywords
Projects, defined as temporary endeavours undertaken to create a unique product, service, or result, have become a common method for initiating and managing change in modern organizations. Once viewed as a specialized organizational operation within some well-understood settings (construction, new product development, oil and gas exploration, and so forth), projects have evolved to becoming the principle means by which both public and private organizations can make positive changes to their operating environment. Hence, the need for project management skills has never been greater, as more and more organizations seek to adopt project-based work as a proactive method for engaging their customer bases. This chapter highlights the key features of projects, including their critical constraints and management challenges. It focuses in particular on both the promising results that effective project management affords organizations as well as the myriad challenges that project managers face as firms adopt project-based work in their operations.
Jeffrey K. Pinto holds the Andrew Morrow and Elizabeth Lee Black Chair in the Management of Technology at Penn State University. He is the author or editor of 23 books and over 120 scientific papers. Dr. Pinto is a two-time recipient of the Distinguished Contribution Award from the Project Management Institute (1997, 2001) for outstanding service to the project management profession. He received PMI's Research Achievement Award in 2009.
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