Based on an exploratory, on-going field study we suggest in this paper a conceptual, two dimensional framework for the classification of projects and systems, and show how this framework can be used to distinguish among management styles and practices for various types of engineering projects. The paper provides empirical evidence of the differences found among various kinds of projects and suggests a contingent systems approach to project management. According to this approach, in order to improve their probability of success, projects must be classified before initiation and properly adapt their management style and managerial tools.
Index Terms:
project management; technology projects management; contingent exploratory approach; on-going field study; two dimensional framework; management styles; engineering projects; empirical evidence; contingent systems approach; project management
Citation:
A.J. Shenhar, D. Dvir, "Managing technology projects: a contingent exploratory approach," hicss, pp.494, 28th Hawaii International Conference on System Sciences (HICSS'95), 1995
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