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Managing complex programs: a review of major research findings
Author(s) -
Baker Bruce N.,
Wilemon David L.
Publication year - 1977
Publication title -
randd management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.253
H-Index - 102
eISSN - 1467-9310
pISSN - 0033-6807
DOI - 10.1111/j.1467-9310.1977.tb01271.x
Subject(s) - task (project management) , project management , project manager , knowledge management , opm3 , process management , project stakeholder , project management triangle , business , psychology , computer science , management , economics
Managing large‐scale research and development projects is without question a difficult task. Success is often dependent on the ability of the project manager to successfully cope with a myriad of unpredictable situations. To assist project managers, the authors review several of the most significant recent research studies to identify potentially useful insights for those charged with the administration of complex research and development projects. Specifically, five areas of research are examined, namely, (1) project manager leadership styles; (2) conflict management; (3) decision‐making styles; (4) organizational design considerations and project authority; and (5) the relationships of the project team with the parent, client, and other external organizations.