Advancing project management

authenticating the shift from process to "nuanced" project-based management in the ambidextrous organization

In this article, the authors recognize the ambidextrous nature of organizations and use this concept to analyze the changing nature of the understood project management paradigm. Specifically, the ambidextrous nature of the modern organization explores and leverages both exploitation of existing processes, frameworks, and structures, and the exploration of new ways of achieving tasks and activities, embracing improvisational and nonroutine activity as well as the more rigid and documented process-based activity embedded in organizational procedures. This article intends to consider the literature about ambidextrous organizations as it applies to the project management domain, and to consider both the exploitational (i.e., formalized and structured) and the exploratory (i.e., more improvisational and innovative) elements of project-based management. Initially, it examines the emergence of new and novel developments within both the processual and the behavioral domains within project-based management.
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