The Oxford Handbook of Project Management
OUP Oxford, Feb 10, 2011 - Business & Economics - 550 pages
This Handbook presents and discusses leading ideas in the management of projects. Positioning project management as a domain much broader and more strategic than simply 'execution management', this Handbook draws on the insights of over 40 scholars to chart the development of the subject over the last 50 years or more as an area of increasing practical and academic interest. It suggests we could be entering an emerging 'third wave' of analysis and interpretation following its early technical and operational beginnings and the subsequent shift to a focus on projects and their management. Topics dealt with include: the historical evolution of the subject; its theoretical base; professionalism; business and societal context; strategy; organization; governance; innovation; overruns; risk; information management; procurement; relationships and trust; knowledge management; practice and teams. This handbook is of particular relevance to those interested in the research issues underlying project management.
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activities actors agency theory alliance analysis approach associated behavior bodies of knowledge challenges chapter citations client collaboration complex concept construction context contractor coordination cost decision-making dynamic economic engineering environment epistemic community Flyvbjerg focus forecasting Harvard Business Review Harvard Business School HM Treasury Hobday IJPM important industry innovation institutional interaction International Journal involved Journal of Management Journal of Project knowledge integration learning Lindkvist major projects ment Morris optimism bias Organization Science organizational P-form corporation papers partnering performance perspective PMBoK portfolio practice practitioners problems professional program management project business project ecologies project governance Project Management Institute Project Management Journal project management research project network project teams project-based firms project-marketing reference class forecasting relational contracting relationships Review risk management role shared leadership social Söderlund specific stakeholders strategic misrepresentation strategy structure suppliers team members theory tion trust uncertainty