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  • Making innovation happen in megaprojects member content open

    By Davies, Andrew | Macaulay, Sam | DeBarro, Tim | Thurston, Mark Our research suggests that London's Crossrail suburban railway system is the first megaproject in the world to systematically develop and implement a strategy for innovation. Isolated pockets of…

  • Does executive sponsorship matter for realizing project management value member content open

    By Chandler, Dawne E. | Gottwald, Werner | Thomas, Janice Research suggests that interest in project management as a strategic tool may be short lived in specific organizations and may be waning in general. This paper shares the results of an empirical…

  • Combatting IT failure rates through IT program executive sponsorship member content open

    By Macdougall, Cecily | Michaelides, Roula Program management is widely perceived as a powerful agent of achieving organizational strategic change and enabling operational, service, and process transformation, as well as new product…

  • Towards the advancement of project management practice in developing countries member content open

    By Zuofa, Tarila. | Ochieng, Edward G. Project management in most developing countries today continues to be fractured in its structure and approach, thereby triggering high degrees of failure, abandonment, or collapse of most government…

  • Strategic alignment of the project portfolio member content open

    By Filippov, Sergey | Mooi, Herman G | Weg, Roelof van der | Westen, Laurent-Jan van der The mission of project portfolio management (PPM) is seen in evaluating, prioritising, and selecting projects in line with the business strategy. Alignment of all on-going projects with the overall…

  • Design for evolvability at project front-end strategizing member content open

    By Biesek, Guilherme | Gil, Nuno Capital projects involve designing and delivering new assets that are planned to operate for several decades, but over the project and operating lifetimes, design requirements are likely to change.…

  • Managing projects in context member content open

    By Crawford, Lynn | Cooke-Davies, Terry Project management as a field of practice initially focused on the standalone project and on development of generic standards, largely ignoring context. This has been challenged by attempts to…

  • The influence of the gap between project manager and executives on project results member content open

    By Scholten, Victor | Mooi, Herman G. | Wijngaard, P. J. M. In today’s world projects are often used for implementing strategy as they form the perfect means to introduce changes in an organization or to develop new products for the organization. This means…

  • The program manager's leadership competence and program success member content open

    By Shao, Jingting | Müller, Ralf | Turner, J. Rodney Growth in the use of programs to achieve organizational strategy has led to the need to understand the leadership competences of effective program managers. To investigate the relationship between a…

  • Relevance of project marketing activities to project management practitioners member content open

    By Patel, Koninika | Salouhou, Mahamouda Project marketing research today is primarily known in the European management research world. It continues to be practically non-existent in the practitioner and research world in North America.…

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