Table of Contents
Preface—Managing Projects beyond the Model of the Organization as Machine
1. What Is a Project? A Proposed Definition and Classification
1.1 Projects—A Definition
1.2 Projects and the Three Sides of an Organization
2. The Charm and the Limits of Instrumental Rationality in Project Management
2.1 The Instrumental-Rational Model of Project Management
2.2 The Function of an Instrumental-Rational Depiction of Projects
2.3 The Limits of Instrumental-Rational Project Management
3. Project Management beyond Instrumental-Rational Restrictions
3.1 Beyond Clearly Defined Project Objectives: Contingent Process Management
3.2 Beyond the Clear Sequence of Project Phases: Trying Things out before Thinking Them through to the End
3.3 Beyond Clear Project Evaluations: What Can We Call Success or Failure in a Contingent Project Process?
3.4 Beyond Project Groups and Steering Committees: The Dissolution of Classic Project Authorities
3.5 Beyond the Win-Win Mythology: Project Management as the Organization of Micro-Political Games
4. Limits and Opportunities for Management of Projects Addressing Poorly Defined Problems
Bibliography