Project risk management has become an important area of interest in project management practice over the past decade. Numerous best practice standards, tools and techniques have been developed focussing on a more effective risk management process. This process consists of four main phases:...

Despite the hype surrounding the value-added potential of e-business for contemporary firms, the recent technology downturn was marked by poor customer satisfaction from investment in e-business initiatives. An apparent mismatch between customer expectations and vendor offerings suggested a lack...

Purpose: The project organising literature has increasingly paid attention to the dynamic capabilities required for the development of projects. The current research aims to expand the dynamic capabilities framework by including owner capabilities required throughout the whole project life...

Purpose: This paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that...

Purpose: The purpose of this paper is to frame the potential benefits of lean dynamic performance management (PM) systems for small and micro-enterprises. Such systems may exploit the entrepreneur’s tacit knowledge and build on managerial competencies, by incorporating individual attributes...

As global competitive forces begin to impact more and more on smaller enterprises, they may find themselves more limited in the approaches available to them to prepare for fundamental change. In‐depth case studies were analysed for 11 firms in the south‐west of England, of which eight were...