
Project Management Implementation as Management Innovation
Description
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Content
- Cover
- Title Page
- Copyright Page
- Acknowledgments
- Table of Contents
- List of Tables and Figures
- Chapter 1 - Introduction
- Aim of the Study and Rationale
- Relevance of Study
- Research Question
- Research Objectives
- Empirical Evidence
- Methods
- Monograph Structure
- Chapter 2 - Making Sense of Management Innovation and Project Management Implementation
- Engaging with the Body of Thought
- The Innovation Process
- Social and Behavioral Aspects
- Focusing on Management Innovation
- Deviations From The "Script": Vagueness and Interpretative Flexibility in Implementation
- Political Dynamics, Power, Behavioral, and Social Aspects
- Sustainability Challenge in Management Innovation
- Managing Innovation Implementation
- Building a Case for Project Management to be Viewed as Management Innovation
- Chapter Summary
- Chapter 3 - Toward an Operational Framework for the Study of Project Management as Management Innovation
- Management Innovation as a Change Journey
- Operationalizing Pace and Scope of Change
- Contextualizing and Elaborating the Model
- Innovation Events and Innovation Journeys
- The Innovation Event
- The Innovation Journey
- Possible Simple Innovation Journeys
- Complex Innovation Journeys
- Chapter Summary
- Chapter 4 - Empirical Evidence and Methods
- Data
- Methods
- Step 1: Data Preparation and Construction of Journey Maps
- Step 2: Descriptive Analysis of 48 Cases
- Step 3: Selection of Ten Cases for Further Study
- Step 4: Construction of Case Narratives
- Chapter Summary
- Chapter 5 - Exploring 48 Innovation Journeys
- Descriptive Statistics
- Preliminary Journey Analysis
- Journey Beginnings
- Latest Recorded Intervention
- Simple Project Management Implementation Journeys
- Recent Innovation Events
- Early Innovators
- Chapter Summary
- Chapter 6 - Ten Complex Innovation Journeys
- Case 23 - Continuous Refinement of Best Practices
- Journey Dynamics
- Key Insights from Case 23 Journey
- Case 25 - Evolving and Polishing a Diamond
- Journey Dynamics
- Key Insights from Case 25 Journey
- Case 34 - Aligning us All, Except where it Doesn't
- Journey Dynamics
- Key Insights from Case 34
- Case 35 - Radical Change Followed by Effective Ongoing Refinement
- Journey Dynamics
- Key Insights from Case 35
- Case 43 - Playing Keep-Up and Getting Buy-In
- Journey Dynamics
- Key Insights from Case 43
- Case 47 - Best-In-Class Project Management with Disappointing Results
- Journey Dynamics
- Key Insights from Case 47
- Case 52 - Buying into the Journey to Gain Value
- Journey Dynamics
- Key Insights from Case 52
- Case 63 - A Path to Growth then Collapse
- Journey Dynamics
- Key Insights from Case 63
- Case 72 - Revolution to Polishing
- Journey Dynamics
- Key Insights from Case 72
- Case 75 - Searching for Solutions in a Garden of Possibilities
- Journey Dynamics
- Key Insights from Case 75
- Chapter Summary
- Chapter 7 - Cross-Case Analysis of Complex Journeys
- Innovation Journeys
- Start of the Journey
- Middle to End of the Journey
- Innovation Triggers, Intentions, and Outcomes
- Triggers
- Intentions
- Outcomes
- Sociopolitical Factors and Behaviors
- Culture (Country, Organizational Culture, and Attitude to Project Management)
- Country Culture
- Organizational Culture
- Attitude to Project Management
- Key Players
- Sponsorship
- Project Implementers: Champions, Leaders, and Teams
- Alignment with Strategic Direction
- Chapter Summary
- Chapter 8 - Conceptual Discussion
- Re-Examining the Nature of Management Innovation
- Impact of Organizational Context, History, and Power Relations
- Organizational Context
- Professional and Organizational History
- Power Relations
- External Pressures and Threats as Triggers
- Key Players
- Role of Executive
- Role of the Project Management Champion
- Role of Project Personnel
- Behavioral Dynamics
- Individual Level Dynamics
- Group Dynamics
- Creativity
- Mindfulness
- Role of Uncertainty
- Sustaining Innovation
- Contributions of this Research
- Management Innovation Boundaries
- Continuous Improvement
- Dynamics of Management Innovation Implementation
- Methods of Study
- Project Management as Management Innovation
- Summary
- Chapter 9 - Conclusions and Possibilities
- Key Insights
- Practical Implications
- Guidance for Practice
- Step 1. Do the Right Innovation Event
- Step 2. Do the Innovation Right
- Research Implications
- Contributions to Theory
- Contributions to Methodology
- Limitations of the Research
- Directions for Future Research
- Final Remarks
- Appendix - Case Descriptions for Selected Data Set (Adapted from Thomas and Mully, PMI 2008)
- Case 23
- Case 25
- Case 34
- Case 35
- Case 43
- Case 47
- Case 52
- Case 63
- Case 72
- Case 75
- References
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