![]() ![]() The project develops into an important and influential organisation with its own opinions, needs and challenges. In practice, we see that projects often fail: people disagree, they change their minds, they learn as a work progresses. Table of ContentsĬhapter 1 The project concept and the organisational perspectiveġ.4 A universal project management theory or several contingency theories?ġ.5.1 The rationale of the project – stability and change at the same timeġ.5.2 Dividing responsibilities between the project and base organisationġ.5.3 What sort of changes is possible in a base organisation?ġ.5.4 Pursuing different types of change at the same time – PSOġ.6.1 Cyclical, linear and alternating timeġ.6.4 Scheduling of activities – entrainment of processesġ.7 A project management theory based on the organisational perspectiveĢ.1.1 Change strategy: punctuated equilibriumĢ.1.2 Change strategy: event pacing or time pacingĢ.3.2 A strategy for dealing with stakeholdersĢ.3.3 Constructing a coalition – the contribution/reward modelĢ.5 Project mission, goals and success criteriaĢ.5.2 Elaborating the mission – mission breakdown structure Inherent in this perspective is an understanding of the project’s most important purpose, to facilitate another organisation’s progress. ![]() From this perspective, project management focusses on the relationship between the permanent and the temporary organisation. Andersen’s new book examines project management from an organisational perspective. A project is a temporary organisation, established by its base organisation to carry out an assignment on its behalf.
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