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The Influence of Strategic Context on Project Management Systems: A Senior Management Perspective

In: Project Governance

Author

Listed:
  • V. K. Narayanan
  • Robert DeFillippi

Abstract

Unlike project leaders and project team members who execute specific projects, the senior management of an organisation is responsible for setting the context and guidelines within which projects are executed, thereby playing a determinative role in the execution and success of the projects. Consider the following examples.

Suggested Citation

  • V. K. Narayanan & Robert DeFillippi, 2012. "The Influence of Strategic Context on Project Management Systems: A Senior Management Perspective," Palgrave Macmillan Books, in: Terry M. Williams & Knut Samset (ed.), Project Governance, chapter 1, pages 3-45, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-27461-8_2
    DOI: 10.1057/9781137274618_2
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    Cited by:

    1. Asadullah Khan & Muhammad Waris & Ishak Ismail & Mirza Rizwan Sajid & Mehfooz Ullah & Faisal Usman, 2019. "Deficiencies in Project Governance: An Analysis of Infrastructure Development Program," Administrative Sciences, MDPI, vol. 9(1), pages 1-15, January.
    2. Bloomfield, Katherine & Williams, Terry & Bovis, Chris & Merali, Yasmin, 2019. "Systemic risk in major public contracts," International Journal of Forecasting, Elsevier, vol. 35(2), pages 667-676.
    3. Anne Strand Alfredsen Larsen & Gro Holst Volden & Bjørn Andersen, 2021. "Project Governance in State-Owned Enterprises: The Case of Major Public Projects’ Governance Arrangements and Quality Assurance Schemes," Administrative Sciences, MDPI, vol. 11(3), pages 1-27, July.

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