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date: 16 June 2019

(p. x) List of Figures

(p. x) List of Figures

  1. 2.1. A framework for understanding the theoretical foundations of project management research54

  2. 4.1. Expert groups and their power strategies111

  3. 4.2. APM membership (1972–2009)114

  4. 4.3. PMI membership (1970–2009)115

  5. 4.4. Qualification frameworks comparison119

  6. 5.1. Framework of project business: four distinctive management areas135

  7. 9.1. A complex problem with interdependent sub-problems227

  8. 9.2. Two-level evolutionary view of projects in the organization229

  9. 9.3. Generic financial ratio tree cascaded to operational measures231

  10. 9.4. The balanced scorecard strategy-cascading tool232

  11. 9.5. The five questions of the strategic position cascading tool233

  12. 9.6. Two project portfolio diagrams235

  13. 9.7. Stakeholder power/interest matrix238

  14. 9.8. Levels of influencing stakeholders239

  15. 9.9. Strategic improvement projects at six manufacturing companies241

  16. 9.10. When to choose trial-and-error learning versus selectionism244

  17. 9.11. Evolution of the RDC's ATC project246

  18. 13.1. What reference class forecasting does, in statisticians' language332

  19. 13.2. Inaccuracy of construction cost forecasts for rail projects in reference class333

  20. 13.3. Required adjustments to cost estimates for UK rail projects as function of the maximum acceptable level of risk for cost overrun334

  21. 14.1. The risk management cycle348

  22. 14.2. The information space: a cognitive model for managing risk and uncertainty on projects359

  23. 15.1. Images of project work using digital technologies371

  24. 18.1. Trust formation in the project business453

  25. 19.1. A typology of project logics468