Abstract
An in-depth case study explores the role that chief project managers (CPMs) take in fuzzy projects. Service management concepts 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 had a high degree of novelty. This setting demanded that all actors needed to find new ways of working and previous organisational values were challenged. The role of the CPM tends to be defined as a service leadership role in which soft skills are important.
| Original language | English |
|---|---|
| Peer-reviewed scientific journal | International Journal of Project Organisation and Management |
| Volume | 7 |
| Issue number | 3 |
| Pages (from-to) | 221-235 |
| Number of pages | 15 |
| ISSN | 1740-2891 |
| DOIs | |
| Publication status | Published - 2015 |
| MoE publication type | A1 Journal article - refereed |
Keywords
- Chief project manager
- Coopetitive projects
- CPM
- Service management
- SERVQUAL
- Transformative projects
- Triangular communications