July 2007
Intermediate to advanced
288 pages
7h 46m
English
Content preview from Reinventing Project ManagementBecome an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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APPENDIX 3A
BUILDING THE CONTINGENCY APPROACH TO PROJECT MANAGEMENT
TO UNDERSTAND the fundamental ways that organizations can classify their projects, we could look at the classic contingency theory of innovation. This theory asserts that different conditions might require different organizational settings, and that the effectiveness of the organization is contingent on the amount of fit between structural and environmental variables.1
But how would classic contingency arguments hold in the dynamic, temporary, and changing world of projects? Unlike companies, projects are temporary organizations. They are time limited, often are part of a larger organization, and perform mostly new tasks that have not been done before.
Yet ironically, the ...
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