Fuzzy projects: a qualitative investigation of project leaders’ role
2015 (English)In: International Journal of Project Organisation and Management, ISSN 1740-2891, E-ISSN 1740-2905, Vol. 7, no 3, 221-235 p.Article in journal (Refereed) Published
Through an in-depth case study this paper explores the role that chief project managers (CPMs) take in transformative, coopetitive fuzzy projects during the concept phase. Service management concepts, primarily SERVQUAL and triangular communication, are combined with a project management background to illustrate the role these key individuals play in conducting complex projects. A setting with three interrelated projects was studied, where the products in focus had a high degree of novelty. This setting demanded that all actors in the project needed to find new ways of working, and previous organizational values were challenged. A combination of interviews, observations and secondary data provided a holistic view of the different activities under study. It was found that in order to bring clarity into fuzziness CPMs spend a substantial amount of time on people issues. The role of the CPM in fuzzy projects therefore tends to be defined as a service leadership role in which soft skills are important.
Place, publisher, year, edition, pages
Inderscince online , 2015. Vol. 7, no 3, 221-235 p.
chief project manager; transformative projects; coopetitive projects; service management; SERVQUAL, triangular communications
Research subject Business Studies
IdentifiersURN: urn:nbn:se:umu:diva-83047DOI: 10.1504/IJPOM.2015.070790OAI: oai:DiVA.org:umu-83047DiVA: diva2:664720