Loose, fragmented project arrangements – Some implications for practitioners
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.
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