SEARCH

SEARCH BY CITATION

References

  • Aaltonen, K., & Sivonen, R. (2007). Response strategies to stakeholder pressure in global projects. International Journal of Project Management, 27(2), 131141.
  • Abbott, A. (1992). The system of professions. Chicago, IL: University of Chicago Press.
  • Acker, D. D. (1980). The maturing of the DoD acquisition process. Defense Systems Management Review, 3, 3.
  • Argyris, C. (1976). Single-loop and double-loop models in research on decision making. Administrative Science Quarterly, 21, 363375.
  • Argyris, C., & Schön, D. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.
  • Artto, K., Kujala, J., Dietrich, P., & Martinsuo, M. (2007). What is project strategy? International Journal of Project Management, 26(1), 412.
  • Association for Project Management. (2004). Directing change. A guide to governance of project management. High Wycombe: APM.
  • Association for Project Management. (2013). Body of Knowledge (6th ed.). Princes Risborough: APM.
  • Bergen, W. B. (1954). New management approach at Martin. Aviation Age, 20(6), 3947.
  • Bhaskar, R. (1975). A realist theory of science. Leeds: Leeds Books.
  • Bresnen, M. (2007). Deconstructing partnering in project-based organisation: Seven pillars, seven paradoxes and seven deadly sins. International Journal of Project Management, 25(4), 365374.
  • Bresnen, M., & Marshall, N. (2000). Building partnerships: Case studies of client-contractor collaboration in the UK construction industry. Construction Management and Economics, 18(7), 819832.
  • Brooks, C. G., Grimwood, J. M., & Swenson, L. S. (1979). Chariots for Apollo: A history of manned lunar spacecraft. Washington, DC: NASA.
  • BS ISO 10006 (2003). Quality management systems: Guidelines for quality management in projects. London, England: BSI.
  • Burns, T., & Flam, H. (1987). The shaping of social organization: Social rule system theory with applications. London, England: Sage Publications.
  • Burns, T., & Stalker, G. M. (1961). The management of innovation. London, England: Tavistock Publications.
  • Carr, E. H. (1961). What is history? Cambridge, MA: Cambridge University Press.
  • Chapman, C., & Ward, S. (2011). How to manage project opportunity and risk: Why uncertainty management can be a much better approach than risk management. Chichester, England: John Wiley & Sons.
  • Clark, K. B., & Fujimoto, T. (1991). Product development performance. Cambridge, MA: Harvard Business School Press.
  • Cook, D. L. (1977). Certification of project managers—Fantasy or reality? Project Management Quarterly, 8(3), 3234.
  • Cox, A., & Ireland, P. (2006). Relationship management theories and tools in project procurement. In S. Pryke & H. Smyth (Eds.), The management of complex projects: A relationship approach (pp. 251281). Oxford: Blackwell Publishing.
  • Davies, A., & Hobday, M. (2005). The business of projects. Cambridge, MA: Cambridge University Press.
  • Davis, A. M., Hickey, A. M., & Zweig, A. S. (2004). Requirements management in a project management context. In P. W. G. Morris & J. K. Pinto (Eds.), The Wiley guide tomanaging projects. Hoboken, NJ: Wiley.
  • Davis, S. M., & Lawrence, P. R. (1977). Matrix. Reading, MA: Addison-Wesley.
  • DeFillippi, R. J., & Arthur, M. B. (1998). Paradox in project-based enterprise: The case of film making. California Management Review, 40(2), 125139.
  • Eastman, C., Teicholz, P., Sacks, R., & Liston, K. (2011). BIM handbook: A guide to building information modeling for owners, managers, designers, engineers, and contractors (2nd ed.). Hoboken, NJ: Wiley.
  • ENAA. (2002). P2M: A guidebook of project & program management for enterprise innovation: Summary translation. Project Management Professionals Certification Center. Tokyo, Japan: PMCC.
  • European Construction Institute. (1999). The ECI guide to managing health in construction. London, England: Thomas Telford.
  • Faculty of Actuaries, Institute of Actuaries, the Institution of Civil Engineers. (1998). Risk analysis and management for projects. London, England: Thomas Telford.
  • Flyvbjerg, B., Bruzelius, N., & Rothengatter, W. (2002). Megaprojects and risk: An anatomy of ambition. Cambridge: Cambridge University Press.
  • Flyvbjerg, B., & Budzier, A. (2013). Making sense of the impact and importance of outliers in project management through the use of power laws. Paper presented at the IRNOP 11th Conference, Oslo.
  • Galbraith, J. (1973). Designing complex organizations. Reading, MA: Addison-Wesley.
  • Gann, D. M., & Salter, A. J. (2000). Innovation in project-based, service-enhanced firms: The construction of complex products and systems. Research Policy, 29(7–8), 955972.
  • Geels, F. (2004). From sectoral systems of innovation to socio-technical systems: Insights about dynamics and change from sociology and institutional theory. Research Policy, 33, 897920.
  • Gerwin, D., & Susman, G. (1996). Special issue on concurrent engineering. IEEE Transactions on Engineering Management, 32(2), 118123.
  • Giddens, A. (1984). The constitution of society: Outline of the theory of structuration. Berkeley and Los Angeles: University of California Press.
  • Goldratt, E. M. (1990). Theory of constraints. Great Barrington, MA: North River Press.
  • Goldratt, E. M. (1997). Critical chain. Great Barrington, MA: North River Press.
  • Grabher, G. (2002). Cool projects, boring institutions: Temporary collaboration in social context. Regional Studies, 36(3), 205214.
  • Grabher, G. (2004). Temporary architectures of learning: Knowledge governance in project ecologies. Organization Studies, 25(9), 14911514.
  • Harré, R. (1972). The philosophies of science. Oxford: Oxford University Press.
  • Helm, J., & Remington, K. (2005). Effective project sponsorship: An evaluation of the role of the executive sponsor in complex infrastructure projects by senior project managers. Project Management Journal, 36(3), 5161.
  • Hodgson, D., & Cicmil, S. (2006). Making projects critical. Hampshire and New York: Palgrave Macmillan.
  • Hodgson, D., & Muzio, D. (2010). Prospects for professionalism, In P. W. G. Morris, J. K. Pinto, & J. Söderlund (Eds.), The Oxford handbook of project management. Oxford: Oxford University Press.
  • Horwitch, M. (1982). Clipped wings: The American SST conflict. Cambridge, MA: MIT Press.
  • Johnson, S. B. (1997). Three approaches to big technology: Operations research, systems engineering, and project management. Technology and Culture, 38(4), 891919.
  • Johnson, S. B. (2001). Samuel Phillips and the taming of Apollo. Technology and Culture, 42(4), 685709.
  • Jørgensen, M., & Moløkken-Østvold, K. J. (2006). How large are software cost overruns? Critical comments on the Standish Group's CHAOS reports. Information and Software Technology, 48(4), 297301.
  • Jugdev, K., & Müller, R. (2005). A retrospective look at our evolving understanding of project success. Project Management Journal, 36(4), 1931.
  • Knight, K. (1976). Matrix organization: A review. Journal of Management Studies, 13, 111130.
  • Koskela, L., & Howell, G. (2002). The underlying theory of project management is obsolete. Conference Proceedings of the 2002 PMI Research Conference, Seattle, WA. Newtown Square, PA: Project Management Institute.
  • Lanier, F. (1956). Organizing for large engineering projects. Machine Design, 27, 54.
  • Larson, E. W., & Gobeli, D. H. (1989). Significance of project management structure on development success. IEEE Transactions on Engineering Management, 36(2), 119125.
  • Lawrence, P. R., & Lorsch, J. W. (1967a). Organisation and environment: Managing integration and differentiation. Cambridge, MA: Harvard University Press.
  • Lawrence, P. R., & Lorsch, J. W. (1967b). The new management job: The integrator. Harvard Business Review, Nov-Dec, 142151.
  • Leffingwell, D. (2007). Scaling software agility. Upper Saddle River, NJ: Addison-Wesley.
  • Lenfle, S. (2012). Proceeding in the dark. Innovation, project managment and the making of the atomic bomb (CRG working paper (008–01)).
  • Littau, P., Jujagiri, N. J., & Adlbrecht, G. (2010). 25 years of stakeholder theory in project management literature (1984–2009). Project Management Journal, 41(4), 1729.
  • Loch, C. (2000). Tailoring product development to strategy: Case of a European technology manufacturer. European Management Journal, 18(3), 246258.
  • Mahmoud-Jouini, S. B., Midler, C., & Garel, G. (2004). Time-to-market vs. time-to-delivery: Managing speed in engineering, procurement and construction projects. International Journal of Project Management, 22(5), 359367.
  • Meier, S. R. (2008). Best project management and systems engineering practices in pre-acquisition practices in the federal intelligence and defense agencies. Project Management Journal, 39(1), 5971.
  • Midler, C., & Navarre, C. (2004). Project management in the automotive industry. In P. W. G. Morris & J. K. Pinto (Eds.), The Wiley guide to managing projects (Chap. 10). Hoboken, NJ: Wiley.
  • Might, R. J., & Fischer, N. Z. (1985). The role of structural factors in determining project management success. IEEE Transactions on Engineering Management, 32(2), 7177.
  • Miller, E. J., & Rice, A. K. (1967). Systems of organization: The control of task and sentient boundaries. London, England: Tavistock.
  • Miller, R., & Hobbs, B. (2005). Governance regimes for large complex projects. Project Management Journal, 36(3), 4250.
  • Miller, R., & Lessard, D. R. (2001). The strategic management of large engineering projects. Cambridge, MA: MIT Press.
  • Mintzberg, H. (1979). The structuring of organizations. Englewood Cliffs, NJ: Prentice-Hall.
  • Morris, P. W. G. (1994). The management of projects. London: Thomas Telford.
  • Morris, P. W. G. (2013). Reconstructing project management. Chichester, England: Wiley-Blackwell.
  • Morris, P. W. G., & Hough, G. H. (1987). The anatomy of major projects. Chichester, England: John Wiley and Sons.
  • Morris, P. W. G., & Jamieson, H. A. (2004). Translating corporate strategy into project strategy. Newtown Square, PA: Project Management Institute.
  • Morris, P. W. G., Patel, M. B., & Wearne, S. H. (2000). Research into revising the APM project management body of knowledge. International Journal of Project Management, 18(3), 155164.
  • Morrison, E. J. (1967). Defense systems management: The 375 series. California Management Review, 9, 4.
  • Müller, R., & Turner, J. R. (2005). The impact of principal-agent relationship and contract type on communication between project owner and manager. International Journal of Project Management, 23(5), 398403.
  • Newcombe, R. (2003). From client to project stakeholders: A stakeholder mapping approach. Construction Management and Economics, 21(8), 841848.
  • Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. New York, NY: Oxford University Press.
  • Office of Government Commerce. (2002a). Managing successful projects with PRINCE 2. Norwich: TSO.
  • Office of Government Commerce. (2002b). Managing successful projects with PRINCE 2. Norwich: TSO.
  • Office of Government Commerce. (2003). Managing successful programmes. Norwich: TSO.
  • Office of Government Commerce. (2006). Portfolio, programme and project management maturity model (P3M3®). London, England: Office of Government Commerce.
  • Ohara, S., & Asada, T. (2002). Japanese project management. Singapore: World Scientific Management Publishing.
  • Orr, R. J., & Scott, W. R. (2008). Institutional exceptions on global projects: A process model. Journal of International Business Studies, 39, 562588.
  • Packendorff, J. (1996). Inquiring into the temporary organization: New directions for project mnagement research. Scandinavian Journal of Management, 11(4), 319334.
  • Pellegrinelli, S., Partington, D., & Geraldi, J. (2010). Program management: An emerging opportunity for research and scholarship. In P. W. G., Morris, J. K. Pinto, & J. Söderlund (Eds.), The Oxford handbook of project management. Oxford: Oxford University Press.
  • Pinney, B. W. (2001). Projects, management, and protean times: Engineering enterprise in the United States, 1870–1960 (Doctoral dissertation). Massachusetts Institute of Technology, Cambridge.
  • Popper, K. (1959). The logic of scientific discovery. New York, NY: Basic Books.
  • Project Management Institute. (1996). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Newtown Square, PA: Author.
  • Project Management Institute. (2003). Organizational Project Management Maturity Model (OPM3). Newtown Square, PA: Author.
  • Project Management Institute. (2006). The Standard for Program Management. Newtown Square, PA: Author.
  • Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK® guide)—Fifth edition. Newtown Square, PA: Author.
  • Pryke, S. D. (2001). Analysing construction project coalitions: Exploring the application of social network analysis. Construction Management and Economics, 22, 787797.
  • Raz, T., Barnes, R., & Dvir, D. (2003). A critical look at critical chain project management. Project Management Journal, 34(4), 2432.
  • Reve, T., & Levitt, R. (1984). Organization and governance in construction. Project Management, 2(1), 1725.
  • Rhodes, R. (1988). The making of the atomic bomb. Harmondsworth: Penguin.
  • Salomo, S., Weise, J., & Gemünden, H. G. (2007). NPD planning activities and innovation performance: The mediating role of process management and the moderating effect of product innovativeness. Journal of Product Innovation Management, 24, 285302.
  • Sapolsky, H. (1972). The Polaris system development: Bureaucratic and programmatic success in government. Cambridge, MA: Harvard University Press.
  • Sapolsky, H. (2003). Inventing systems integration. In A. Prencipe, A. Davies, & M. Hobday (Eds.), The business of systems integration (pp. 1534). Oxford: Oxford University Press.
  • Sauer, C. (1993). Why information systems fail. Henley-on-Thames: Alfred Toller.
  • Sayer, R. A. (2000). Realism and social science. London, England: Sage.
  • Schön, D. (1987). Educating the reflective practitioner. San Francisco, CA: Jossey-Bass.
  • Sense, A. J., & Antoni, M. (2003). Exploring the politics of project learning. International Journal of Project Management, 21(7), 487494.
  • Shenhar, A. J., & Dvir, D. (2007). Re-inventing project management. Cambridge, MA: Harvard Business School Press.
  • Söderlund, J., & Lenfle, S. (2013). Making history: Revisiting the past, creating the future. International Journal of Project Management, 33, 653662.
  • Stevens, R., Brook, P., Jackson, K., & Arnold, S. (1998). Systems engineering: Coping with complexity. Hemel Hempstead: Prentice-Hall.
  • The Standish Group. (1994). The CHAOS report. Retrieved from www.standishgroup.com
  • Thomas, J. (2006). Problematizing project management. In D. Hodgson & S. Cicmil, (Eds.), Making projects critical. Hampshire and New York: Palgrave Macmillan.
  • Thompson, J. D. (1967/2003). Organizations in action. New York, NY: McGraw-Hill/New Brunswick.
  • Turner, J. R., & Keegan, A. (2001). Mechanisms of governance in the project-based organization: Roles of the broker and steward. European Management Journal, 19(3), 254267.
  • Ward, S., & Chapman, C. (2003). Transforming project risk management into project uncertainty management. International Journal of Project Management, 21(2), 97106.
  • Wateridge, J. (1998). How can IS/IT projects be measured for success? International Journal of Project Management, 16(1), 5963.
  • Wendler, R. (2012). The maturity of maturity model research: A systematic mapping study. Information and Software Technology, 54, 13171339.
  • Wenger, E. (1998). Communities of practice: Learning, meaning, and identity. Cambridge, England: Cambridge University Press.
  • Wheelwright, S. C., & Clark, K. B. (1992). Revolutionizing product development. Cambridge, MA: Harvard Business School Press.
  • Womack, J. R., Jones, D. T., & Roos, D. (1990). The machine that changed the world. New York, NY: Macmillan International.
  • Yardley, D. (2002). Successful IT project delivery: Learning the lessons of project failure. Reading, MA: Addison-Wesley.