Loose, fragmented project arrangements – Some implications for practitioners

Main Article Content

Christopher Cullen


This paper aims to contribute to our understanding of the project by considering an alternative type of project taken from the world of practice but which appears to be over-looked within much of the existing PM research.  The paper draws from two recent project experiences and describes a project reality as messy, ambiguous and fragmented.  How this messiness affect the project structure and the implications in terms of how we manage projects are drawn out and discussed.

Article Details

Practitioner case (Single blind review)
Author Biography

Christopher Cullen, University of Limerick, Ireland

Researcher, Centre for Project Management