Cover -- Introduction -- References -- Mastering Complexity and Changes in Projects, Economy, and Society via Project Management Second Order (PM-2) -- The Challenge for an Advanced Understanding of Project Management -- The Research Program "Beyond Frontiers of Traditional Project Management" -- Limits of Traditional Project Management -- The Genesis of Project Managements to PM-2 -- Research Results for the Basic Concept of PM-2 -- The Creation of a Systemic Architecture and Process Model of PM-2 -- Potential Use of PM-2 -- Implementation of PM-2 in Different Project Types -- Principles, Methods, and Processes in PM-2 -- Demonstration and Verification-PM-2 in "Real Life" Today -- The Future-Integration Aspects of PM-2, CPMCS, MUPEC, ICB3, and PMI Standards -- Conclusions and Perspectives -- Acknowledgment -- References -- How Project Manager-Project Owner Interaction Can Work Within and Influence Project Risk Management -- Objective -- Some Basic Challenges Regarding Project Ownership and Risk Management -- Research Approach -- Results and Discussion -- Summary of Results -- Conclusions, Contributions, and Further Research -- References -- Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice -- Introduction -- Background -- Complexity in Projects -- Methodology -- Results -- Implications -- Summary and Conclusions -- References -- Beyond Frontiers of Traditional Project Management: An Approach to Evolutionary, Self-Organizational Principles and the Complexity Theory-Results of the Research Program -- Introduction -- Advanced Challenges and Requirements for Project Management, Based on the Irreversible, Nonlinear, System-Structuring Change in Nature, Society, and Economy -- Fundamental Changes in Sciences as New Advantages for Project Management.

The Challenges and Requirements for an Advanced Understanding of Project Management -- Frontiers of Traditional Project Management to Solve These Advanced Requirements -- Scope and Methodology of the Research Program "Beyond Frontiers of Traditional Project Management" -- Results of the Research Projects, Briefly Presented -- Evolution First Order and Its Impact on Project Management Methods and Processes -- Management of Crisis: Turn a Change to Advantage or Risk Assurance? -- The Highlighted Result of the Research Program: The Outlined Formulation of Project Management Second Order (PM-2) as a New Paradigm in Project Management -- Final Conclusions -- Acknowledgments -- References -- The Logical Framework Approach-Millennium -- Introduction -- Literature Review -- Research Objective -- The Logical Framework Approach-Millennium -- Case Studies -- Conclusion -- References -- Exploring PMOs Through Community of Practice Theory -- Introduction -- Missing Links in PMO Performance -- Managing Situated Learning: The Governance Challenge -- Research Design -- Preliminary Results From a Health Care Case Study -- Discussion and Conclusion -- References -- Lagomizing, Organic Integration, and Systems Emergency Wards: Innovative Practices in Managing Complex Systems Development Projects -- Introduction -- Linking Projects With Innovation -- Innovative Approaches to Project Management -- Complex Systems Development: Three Challenges -- Research Methodology and Empirical Foundations -- The Features of a Neo-Realistic Approach -- Lagomizing Project Management: Top-Down Reduction of Project Scope and Complexity -- Organic Integration: Nothing Is Right From the Beginning and Traditional Project Plans Are Never Sufficient -- The Systems Emergency Ward: When Errors Are Layered, They Can Easily Overwhelm the Project.

Theoretical Interpretations of a Neo-Realistic Approach to Project Management -- Concluding Discussion and Implications -- References -- Counteracting Free-Riding With Team Morale-An Experimental Study -- Introduction -- Theoretical Foundations and Hypotheses -- Research Design -- Results -- Summary and Discussion -- References -- Appendix -- Do Project Managers' Leadership Competencies Contribute to Project Success? -- Introduction -- Method -- Results -- Discussion -- Summary and Conclusions -- References -- Aim, Fire, Aim-Project Planning Styles in Dynamic Environments -- Introduction -- Method -- Results and Discussion -- Limitations and Directions for Future Research -- Conclusion -- References -- Government and Governance: The Value of Project Management in the Public Sector -- Introduction -- Project Management in the Public Sector -- Governance in the Public Sector -- The Government Context -- The Value of Project Management in the Government Context -- Research Methodology -- Case Descriptions -- Comparing the Four Cases -- Public-Sector Governance and the Value of Project Management -- Conclusions -- Acknowledgments -- References -- Project Management for New Product Development -- Introduction -- Definition of the Problem Scope -- Description of Process and Results -- Results -- Discussion -- Conclusions -- References -- The Dynamics of Collaboration in Multipartner Projects -- Introduction -- Interorganizational Collaboration in Projects -- Research Question and Research Method -- Knowledge-Integration Capability -- Project-Collaboration Quality -- Collaboration Outcomes -- Collaboration Antecedents and Project-Collaboration Quality -- Knowledge-Integration Capability and Collaboration Outcomes -- Project-Collaboration Quality and Knowledge-Integration Capability -- Synthesis.

Mechanisms for Improving Knowledge-Integration Capability and Project-Collaboration Quality -- Conclusions and Limitations -- Agenda and Future Research -- References -- Appendix -- Project Portfolios in Dynamic Environments: Sources of Uncertainty and Sensing Mechanisms -- Introduction -- Project Portfolio Management -- Risks, Changes, Deviations, Unexpected Events, and Uncertainty -- Conceptual Framework -- Methodology -- Preliminary Findings -- Discussion -- Conclusion -- References -- Project Management and High-Value Superyacht Projects: An Improvisational and Temporal Perspective -- Introduction -- Literature Review -- Methodology -- Findings -- Discussion -- Conclusions -- References -- Ambidexterity as a Competence of Project Leaders: A Case Study From Two Polar Expeditions -- Introduction -- Project and Ambidexterity -- Methodology -- Presentation of the Two Expeditions -- Management Modalities Used in a Critical Situation Within Each Expedition -- Conclusion -- References.