All Outputs (4)

Conclusions (2022)
Book Chapter
Williams, T. M. (2022). Conclusions. In T. M. Williams, K. Samset, & G. Holst Volden (Eds.), The Front-end of Large Public Projects: Paradoxes and Ways Ahead (191-204). Taylor & Francis (Routledge). https://doi.org/10.4324/9781003257172-8

Projects are the key organisational form used to deliver transformational policy change and build new systems in the public sector. Traditional thinking has looked at the project as an exercise to carry out a defined task in a specific time, at a spe... Read More about Conclusions.

Project success (2022)
Book Chapter
Williams, T. M. (2022). Project success. In T. M. Williams, K. Samset, & G. Holst Volden (Eds.), The Front-end of Large Public Projects: Paradoxes and Ways Ahead (10-42). London: Taylor & Francis (Routledge). https://doi.org/10.4324/9781003257172-2

This chapter looks at the academic background to this question, dividing the idea of success into strategic and tactical success. It looks at the various paradoxes that accompany major public projects as criteria for success are developed. The combin... Read More about Project success.

SPOWTT: Improving the Safety and Productivity of Offshore Wind Technician Transit (2021)
Journal Article
Earle, F., Huddlestone, J., Williams, T., Stock-Williams, C., van der Mijle-Meijer, H., de Vries, L., …Moore, G. (in press). SPOWTT: Improving the Safety and Productivity of Offshore Wind Technician Transit. Wind energy, https://doi.org/10.1002/we.2647

This paper describes the SPOWTT project. The intention of this project was to understand how sailing by crew transfer vessel (CTVs) to offshore wind farms affects the mental and physical wellbeing of individuals on board. The focus was on quantifying... Read More about SPOWTT: Improving the Safety and Productivity of Offshore Wind Technician Transit.

The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success (2021)
Journal Article
Ojiako, U., Petro, Y., Marshall, A., & Williams, T. (in press). The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success. Production planning & control, https://doi.org/10.1080/09537287.2021.1909168

Some studies suggest that organizational ambidexterity is best orchestrated through individual projects. However, stand-alone individual projects are relatively limited in scope, while suffering from susceptibilities to horizontal and vertical segmen... Read More about The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success.