F1 Published independent work of art
The business of projects in and across organizations
Authors: Martinsuo M, Sariola R, Vuorinen L
Editors: Sankaran S, Müller R, Drouin N
Publisher: Cambridge University Press
Publication year: 2017
Book title : Cambridge handbook of organizational project management
ISBN: 978-1-107-15772-9
DOI: https://doi.org/10.1017/9781316662243.005
Web address : https://researchportal.tuni.fi/en/publications/c9173cd0-73f3-4b34-9920-c46a6b789fb2
Abstract
An organizational perspective of project management emphasizes the use of projects as means for profitable, sustainable business. To maintain a successful project business, it is not sufficient for project execution to be managed efficiently. Instead, the lifecycles of projects must be managed strategically. Significant business choices concerning project scope, partner relationships, and financial commitments are made before a project is planned or implemented. Similarly, significant business implications occur after a project has been completed, when the project{\textquoteright}s results are in the customer{\textquoteright}s use and may require repetitive or continuous services. This chapter outlines the business of projects through the decisions that occur at the front end of projects, the management control of projects during project execution, and the services offered to build continuous customer interaction over the lifecycle of product use. We will illustrate the business aspects of projects through examples of three empirical studies. The chapter will contribute to the extant literature by revealing the business lifecycles of projects in their contexts, mapping the business-inducing events of projects in and across organizations, and highlighting new avenues for research, particularly at the boundaries of projects and their broader business contexts.
An organizational perspective of project management emphasizes the use of projects as means for profitable, sustainable business. To maintain a successful project business, it is not sufficient for project execution to be managed efficiently. Instead, the lifecycles of projects must be managed strategically. Significant business choices concerning project scope, partner relationships, and financial commitments are made before a project is planned or implemented. Similarly, significant business implications occur after a project has been completed, when the project{\textquoteright}s results are in the customer{\textquoteright}s use and may require repetitive or continuous services. This chapter outlines the business of projects through the decisions that occur at the front end of projects, the management control of projects during project execution, and the services offered to build continuous customer interaction over the lifecycle of product use. We will illustrate the business aspects of projects through examples of three empirical studies. The chapter will contribute to the extant literature by revealing the business lifecycles of projects in their contexts, mapping the business-inducing events of projects in and across organizations, and highlighting new avenues for research, particularly at the boundaries of projects and their broader business contexts.
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