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Loose, fragmented project arrangements – some implications for practitioners

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dc.contributor.author Cullen, Christopher
dc.date.accessioned 2019-02-27T12:38:18Z
dc.date.available 2019-02-27T12:38:18Z
dc.date.issued 2018
dc.identifier.uri http://hdl.handle.net/10344/7631
dc.description peer-reviewed en_US
dc.description.abstract The information age poses challenges for the contemporary project structure. Conventional projects are designed according to a logic model that recognizes a specialization of task and function (e.g., design, develop, implement) with the necessary levels of authority and supervision being vested in the project manager position to realize the project goal. However, more and more such a logic model does not fully reflect the project reality as messy, ambiguous and fragmented (Cicmil 2006). How does this suggested messiness affect the project structure and, as practitioners, are there implications concerning how we manage projects? These are themes that are explored in this paper. The paper is based on a pilot case study that was completed in 2012 as part of a DBA programme carried out in DCU Business School, Dublin City University, Ireland. en_US
dc.language.iso eng en_US
dc.publisher UTS ePress en_US
dc.relation.ispartofseries Project Management Research and Practice;5
dc.relation.uri https://doi.org/10.5130/pmrp.v5i0.5466
dc.subject contemporary project structure en_US
dc.title Loose, fragmented project arrangements – some implications for practitioners en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.identifier.doi 10.5130/pmrp.v5i0.5466
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US


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