The value of project management to organizations in Canada and Germany, or do values add value?
Five case studies
How do personal and organizational values--along with perceptions of meaningful work--influence the practice of project management and its value constructs? This article examines five cases studies to explore this question. In doing so, it overviews the literature on the significance of values and describes the authors' approach to analyzing the five cases, defining this study's six research questions. It discusses each of the five cases, describing each case company's history and reporting the authors' critical findings, as noted in relation to the five levels of project management's value and Frankl's three value aspects (creative, experiential, attitudinal). It then analyzes the authors' findings, explaining both the approach used and the results generated and defining three concepts that affect how companies manage projects: the concept of people, the concept of control, and the concept of process.