Exploring Research in Project Management: Nine Schools of Project Management Research (Part 5)

This “Letter From the Editor” is the fifth part of a series where I am presenting the results of a research undertaken with my colleagues J. Rodney Turner1 and Frank T. Anbari2 in order to draw a mapping of the research conducted in the field of project management and its main characteristics. I outline here the decision, the process, and the contingency and the marketing schools of thought, and review progress, trends, and potential research in them. This completes the review of the nine schools of thought. In the next edition, I will present the interactions between the schools and will provide some insights on the interaction between project management and related fields.

[1]  J. R. Turner,et al.  Goals-and-methods matrix: coping with projects with ill defined goals and/or methods of achieving them , 1993 .

[2]  Bernard Cova,et al.  Six key points to merge project marketing into project management , 2005 .

[3]  J. R. Turner,et al.  Towards a theory of project management: The nature of the project governance and project management , 2006 .

[4]  Peter W. G. Morris,et al.  The Anatomy of Major Projects: A Study of the Reality of Project Management , 1988 .

[5]  Brian Hobbs,et al.  Aligning Capability with Strategy: Categorizing Projects to do the Right Projects and to do Them Right , 2006 .

[6]  Peter W. G. Morris,et al.  Translating corporate strategy into project strategy: realizing corporate strategy through project management , 2004 .

[7]  J. Turner,et al.  Project Categorization Systems: Aligning Capability With Strategy for Better Results , 2005 .

[8]  R. Müller,et al.  On the nature of the project as a temporary organization , 2003 .

[9]  J. Rodney Turner,et al.  Towards a theory of Project Management: The functions of Project Management , 2006 .

[10]  Connie L. Delisle,et al.  Selling project management to senior executives: framing the moves that matter , 2002 .

[11]  Graham Winch,et al.  The construction firm and the construction project: a transaction cost approach , 1989 .

[12]  J. Rodney Turner,et al.  THE HANDBOOK OF PROJECT-BASED MANAGEMENT , 2008 .

[13]  Jeffrey K. Pinto,et al.  Rethinking Project Management: project organisations as information processing systems , 2007 .

[14]  Kenneth H. Rose,et al.  Book Review: Government Extension to a Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Third Edition , 2006 .

[15]  Graham Winch,et al.  Managing Construction Projects: An Information Processing Approach , 2002 .

[16]  Terry Williams,et al.  Modelling Complex Projects , 2001 .

[17]  R. Müller,et al.  Matching the project manager’s leadership style to project type , 2007 .

[18]  K E Mack,et al.  Internal marketing. , 1990, Journal of ambulatory care marketing.

[19]  Aaron J. Shenhar,et al.  How Projects Differ, And What to Do About It , 2007 .

[20]  Aaron J. Shenhar,et al.  Toward a typological theory of project management , 1996 .

[21]  J. Rodney Turner,et al.  Towards a theory of project management: The nature of the functions of project management , 2006 .