Cover -- Title Page -- Colophon -- Contents -- Chapter 1 -- Project Management Multiplicity: Current Trends -- Jan Pries-Heje -- Abstract -- Project Management Multiplicity -- Research Method and the Target Audience for this Book -- (A Short) History of Project Management -- Project-Oriented Teaching in Denmark -- A New Research Field Emerges -- Current State of Project Management Research in Denmark -- Conclusion -- Chapter 2 -- 40 years of Danish Project Management: From Engineering Manager to Business Developer -- Hans Mikkelsen & Jens Ove Riis -- Abstract -- Introduction -- Research Method -- 40 Years' Development -- 1970s - Planning -- Hierarchical and linear planning -- Separate project organization -- Engineering manager -- Contribution: Structuring complex tasks -- 1980s - Organization -- Product and systems development -- Emphasis on project delivery -- Stakeholder analysis -- Matrix organization -- The project manager as a coordinator and an administrator -- Contribution: Dual responsibility -- 1990s - Management -- Internal company development -- Team building -- Situational approach -- Risk management -- Emerging process orientation -- Lean project organization -- The role as a leader -- Contribution: Facilitating working across sections -- 2000s - Professionalism -- Certification -- Complex and uncertain environment -- Value creation -- Program management -- Projects in global network structures -- Partnering -- The project manager as business developer -- Contribution: Supporting knowledge sharing and competence development -- Trends and Challenges for the 2010s -- Diversity in managing different types of projects in a complex and dynamic environment -- Business modeling as an essential part of project management -- Visioneering -- Projects as social processes and platforms for organizational learning.

The project mode may become a key element in managing global organizations -- New role of the project manager: Visible and visionary management in a virtual world -- The knowledge seeking project manager -- Toward a shift of paradigm -- Conclusion -- Chapter 3 -- Rethinking Project Management in Denmark -- Per Svejvig -- Abstract -- Introduction -- Rethinking Project Management -- Institutional concepts as mechanism for the rethinking process -- Research Method -- Coexisting Logics and Future Ideas -- Proposal for the Rethinking Process in Denmark -- Why rethink? -- What to rethink? -- Who to rethink? -- How to rethink? -- Conclusion -- Chapter 4 -- Projects and Company Development Effectiveness and Productivity -- Hans Mikkelsen & Jens Ove Riis -- Abstract -- Introduction -- Research Method -- Main Findings -- The Context of Company Development -- Three development paradigms -- A strategy implementation paradigm -- A reactive paradigm -- A self-organizing paradigm -- Effectiveness and Productivity -- Productivity -- Waste -- Project constipation -- Lack of coordination -- Effectiveness -- Project Success -- Discussion and implications -- Strategic management -- Organizational change and learning -- Stakeholder management -- Conclusion -- Chapter 5 -- Projects and Company Development Orchestration and Energy -- Hans Mikkelsen & Jens Ove Riis -- Abstract -- Introduction -- Orchestration: Managing Company Development -- Four approaches to managing a group of development activities -- Explicit rules for selecting activities -- Development activities in competition -- Forming development activities in coherent clusters -- Dynamic coherence management -- The four approaches summarized -- Orchestration forms -- Situational parameters -- Implications of orchestration -- To manage shifts in focus and paradigm -- Take note of different clockspeeds.

To plan a course of actions and yet allow for improvisation -- To use incidents as opportunities for initiating major changes -- Connecting different time horizons -- Mastering several working modes -- Orchestration as a means to capture dynamics and complexity -- Energy and Resources -- Resources in the form of energy, drive and capability -- Energy creators -- Energy killers -- Conclusion and Implications -- Chapter 6 -- Organizing for the Unexpected: Project Organizing as Chains or Hubs? -- Jesper Schlamovitz -- Abstract -- Introduction -- Research Question -- Research Method -- Organizing in Projects - Theory and other Research -- The Organizing of "Oak Hill" and "The Hotel" -- The construction of "Oak Hill" as a chain of unrelated sets -- "The Hotel" film production as a dynamic hub -- Comparison: A sequential chain versus a concentration of mutually dependent hubs -- Unique creation versus standardized design -- When Projects are Challenged by 'the Unexpected' -- When quality becomes a question of stamps -- The stunt scene that got out of hand -- Summing up the Analytical Points -- Conclusion -- PM implications and lessons learned -- Chapter 7 -- Conceptualizing Perceived Uncertainty in Project Work -- Sabine Madsen & Jan Pries-Heje -- Abstract -- Introduction -- Background -- Unfavorable events -- Incomplete knowledge -- The individuals in the project group -- The project group as a whole -- Research Method -- Research Findings -- Task Uncertainty -- Social Uncertainty -- Process Uncertainty -- Individual Uncertainty -- Discussion -- Conclusion -- Appendix A. The semi-structured interview guide -- Appendix B. Overview of Interviewees -- Chapter 8 -- SCRUM: A New Perspective on Project Management -- Lene Pries-Heje & Jan Pries-Heje -- Abstract -- Introduction -- What is Scrum? -- Research Method -- Case 1: Scrum for Governance.

Analysis, Coding and Core Story -- Case 2: Crossing Borders -- Analysis, Coding and Core Story -- Case 3: Using Scrum in a Customer-Supplier relationship -- Analysis, Coding and Core Story -- Case 4: Using Scrum outside IT-projects -- Analysis, Coding and Core Story -- Comparative Analysis -- Articulating work using Scrum -- Coordinating work using Scrum -- Building trust with Scrum -- Conclusion -- Chapter 9 -- The Use of Tools in Project Management and the Perceived Success Criteria of Projects -- Peter G. Harboe, Karin Glavind & Lisbeth Skytte -- Abstract -- Introduction -- Research Method -- Sampling -- The questionnaire -- The definition and the use of the term "project" -- Respondents' Background and Their Typical Projects -- Results: Use of Tools -- Differences between private and public organizations -- Discussion on the use of tools -- Results: Project Success Criteria -- Discussion on the findings regarding success criteria -- Conclusions -- Limitations, Perspectives and Implications -- Chapter 10 -- A Communications Approach to Teaching Project management -- Constance E. Kampf -- Abstract -- Introduction: Communication and Project management -- Research Method: A Design Science Perspective -- Connecting Product and Process in course design -- Using Relevance, Design and Rigor Cycles for developing iterative assignments and course content -- The Rigor Cycle: Core concepts constructing the knowledge base -- Shifting the Focus from Projects to People -- Project management as a form of solving problems combined with organizational development -- (Re)imagining the triple constraint from a People Perspective -- A situated approach -- Designing a Knowledge Focused Project: The implications for project conception -- The Design Cycle -- Understanding how Project management Documentation Tools not only control, but also shape the project.

The design and feedback loop: Student Innovations and Assignment Iterations -- Using knowledge management concepts to generate work content at three levels -- The Relevance Cycle: Clients for providing -- Using a Communications Approach to PM in the classroom -- Conclusions -- Chapter 11 -- Current trends and future directions -- Peter G. Harboe, Sabine Madsen & Per Svejvig -- Abstract -- Introduction -- The Scandinavian take on project management -- Uncertainty Management -- The Human Perspective -- Multiplicity in Practice -- Multiplicity in Research -- Multiplicity in Education -- Concluding Remarks -- References -- Index.