All Outputs (4)

Managing the social trajectory: a practice perspective on project management (2012)
Journal Article
O'Leary, T., & Williams, T. (2013). Managing the social trajectory: a practice perspective on project management. IEEE Transactions on Engineering Management, 60(3), 566-580. https://doi.org/10.1109/tem.2012.2228206

This paper responds to recent calls to extend the theoretical perspectives taken on the important organizational activity of managing projects, based on a deeper understanding of the reality of their day-to-day social practice. Drawing on theoretical... Read More about Managing the social trajectory: a practice perspective on project management.

Project Governance: Getting Investments Right (2012)
Book
Williams, T. M., & Samset, K. (Eds.). (2012). Project Governance: Getting Investments Right. Palgrave Macmillan. https://doi.org/10.1057/9781137274618

Provides essential insight into what it takes to turn an initial idea into a project with successful outcome in the long term. Fills a gap in current literature on project management and is thoroughly grounded in the latest research in this field.

A multidimensional analysis of project manager competences (2012)
Journal Article
Chipulu, M., Neoh, J. G., Ojiako, U., & Williams, T. (2012). A multidimensional analysis of project manager competences. IEEE Transactions on Engineering Management, 60(3), 506-517. https://doi.org/10.1109/TEM.2012.2215330

Projects are important to industry. Project manager (PM) competences are important in project success. Yet, current competence studies largely rely on small-sample, homogenous PM surveys which could suffer from uncontrollable biases and may not be ge... Read More about A multidimensional analysis of project manager competences.

Identifying and acting on early warning signs in complex projects (2012)
Journal Article
Williams, T., Jonny Klakegg, O., Walker, D. H., Andersen, B., & Morten Magnussen, O. (2012). Identifying and acting on early warning signs in complex projects. Project management journal, 43(2), 37-53. https://doi.org/10.1002/pmj.21259

We consider identification of early warning signs (EWS) in projects. Project professionals are not good at detecting or acting on EWS. Barriers that lead to this are identified. The nature of EWS and their detection change with the evolving situation... Read More about Identifying and acting on early warning signs in complex projects.