Assessing and moving on from the dominant project management discourse in the light of project overruns

By Terry Williams. IEEE transactions on engineering management, 2005

450 citations recorded by the source corpus.

Subfields: Control and Systems Engineering, Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/5b2579efccf139451ce5f39c8b83bd8761de632d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Control and Systems Engineering

1. Joana G. Geraldi
2. Harvey Maylor
3. John D. Fernandez
4. Daniel J. Fernandez

In Management Science and Operations Research

1. Joana G. Geraldi
2. Harvey Maylor
3. John D. Fernandez
4. Daniel J. Fernandez
5. A. K. Mazur
6. Terry Williams
7. Artemis Chang
8. A. Pisarski

Citations in the corpus

• Rating defence major project success: The role of personal attributes and stakeholder relationships (2014, background): “…discourse (such as the guide to ‘Project Management Body of Knowledge’ (PMBoK) and the ‘Association for Project Management Body of Knowledge’ (APMBoK)) operates on the assumption that project management is a set of normative procedures, applicable to most projects most of the time (Williams, 2005).”
• Now, let's make it really complex (complicated): A systematic review of the complexities of projects (2011, methodology): “Williams (2005) also added pace to his previous model comprising uncertainty and structural complexity.”
• Agile Project Management —Agilism versus Traditional Approaches (2008, background): “Williams [33] presents research that shows that conventional methods of project management (including PMBOK) can be inappropriate and potentially disadvantageous for projects that are structurally complex, uncertain, and heavily time-limited.”