Fuzzy projects: A qualitative investigation of project leaders' service role

Thommie Burström, Timothy L. Wilson*

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

3 Citations (Scopus)

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 languageEnglish
Peer-reviewed scientific journalInternational Journal of Project Organisation and Management
Volume7
Issue number3
Pages (from-to)221-235
Number of pages15
ISSN1740-2891
DOIs
Publication statusPublished - 2015
MoE publication typeA1 Journal article - refereed

Keywords

  • Chief project manager
  • Coopetitive projects
  • CPM
  • Service management
  • SERVQUAL
  • Transformative projects
  • Triangular communications

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