Managing the institutional context for projects

Project management is widely seen as delivering undertakings on time, on budget, and on scope. This conceptualization fails, however, to address the front end and its management. Addressing the front end moves the discipline to a second, more strategic level. This article proposes a third level of c...

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Bibliographic Details
Published inProject management journal Vol. 42; no. 6; pp. 20 - 32
Main Authors Morris, Peter W. G., Geraldi, Joana
Format Journal Article
LanguageEnglish
Published Hoboken Wiley Subscription Services, Inc., A Wiley Company 01.12.2011
Inst
Sage Publications Ltd
Subjects
context
institutional theory
Institutionenökonomik
institutions
management of projects
portfolio management
program management
Projektmanagement
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ISSN8756-9728
1938-9507
DOI10.1002/pmj.20271

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Summary:Project management is widely seen as delivering undertakings on time, on budget, and on scope. This conceptualization fails, however, to address the front end and its management. Addressing the front end moves the discipline to a second, more strategic level. This article proposes a third level of conceptualization: the institutional level, where management is focused on creating the conditions to support and foster projects, both in its parent organization and its external environment. Management here is done for and on the project rather than in or to it. We show that management at this level offers an enlarged research agenda and improvement in performance.
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ISSN:8756-9728
1938-9507
DOI:10.1002/pmj.20271