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Beyond the Gantt chart:: Project management moving on

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  • Maylor, Harvey

Abstract

Large-scale engineering projects have traditionally dominated the subject of project management. Today, however, project management has become a core business process for most organisations. This paper argues that the academic subject and many of the practices have lagged this change. Particular problems are identified with the role of strategy and planning, the units of assessment, the planning process itself and the body of knowledge of the subject. An alternative view of project management is proposed based on an integrative model and areas for further development are identified.

Suggested Citation

  • Maylor, Harvey, 2001. "Beyond the Gantt chart:: Project management moving on," European Management Journal, Elsevier, vol. 19(1), pages 92-100, February.
    • Handle: RePEc:eee:eurman:v:19:y:2001:i:1:p:92-100
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    Citations

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    Cited by:

    1. Yu-Shan Chen & Ke-Chiun Chang, 2010. "Using the fuzzy associative memory (FAM) computation to explore the R&D project performance," Quality & Quantity: International Journal of Methodology, Springer, vol. 44(3), pages 537-549, April.
    2. Engwall, Mats, 2003. "No project is an island: linking projects to history and context," Research Policy, Elsevier, vol. 32(5), pages 789-808, May.
    3. Lee, Changyong & Song, Bomi & Park, Yongtae, 2015. "An instrument for scenario-based technology roadmapping: How to assess the impacts of future changes on organisational plans," Technological Forecasting and Social Change, Elsevier, vol. 90(PA), pages 285-301.
    4. Ping Yung, 2015. "A new institutional economic theory of project management," Journal of Business Economics and Management, Taylor & Francis Journals, vol. 16(1), pages 228-243, February.
    5. Hanisch, Bastian & Wald, Andreas, 2014. "Effects of complexity on the success of temporary organizations: Relationship quality and transparency as substitutes for formal coordination mechanisms," Scandinavian Journal of Management, Elsevier, vol. 30(2), pages 197-213.
    6. Dvir, Dov & Lechler, Thomas, 2004. "Plans are nothing, changing plans is everything: the impact of changes on project success," Research Policy, Elsevier, vol. 33(1), pages 1-15, January.
    7. Diego F. Uribe & Isabel Ortiz-Marcos & Ángel Uruburu, 2018. "What Is Going on with Stakeholder Theory in Project Management Literature? A Symbiotic Relationship for Sustainability," Sustainability, MDPI, vol. 10(4), pages 1-23, April.
    8. Chen Wang & Yutong Tang & Mukhtar A. Kassem & Hong Yeow Ong & Jeffrey Boon Hui Yap & Kherun Nita Ali, 2022. "Novel Quality-Embedded Earned Value Performance Analysis Tool for Sustainable Project Portfolio Production," Sustainability, MDPI, vol. 14(13), pages 1-28, July.
    9. A M Sharif & Z Irani & V Weerakkoddy, 2010. "Evaluating and modelling constructs for e-government decision making," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(6), pages 929-952, June.

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