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| List of figures | |
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| List of tables | |
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| Preface | |
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| Publisher's acknowledgements | |
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| The project concept and the organisational perspective | |
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| Projects and perspectives | |
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| The task perspective | |
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| Definition and main ideas | |
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| Theoretical base | |
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| Criticisms of task perspective | |
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| The organisational perspective | |
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| Definition and main ideas | |
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| Theoretical base | |
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| A universal project management theory or several contingency theories? | |
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| Types of project | |
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| Life cycle models | |
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| How this affects what follows | |
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| The project assignment | |
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| The rationale of the project - stability and change at the same time | |
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| Dividing responsibilities between the project and base organisation | |
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| What sort of changes is possible in a base organisation? | |
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| Pursuing different types of change at the same time - PSO | |
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| 1.5.5 | |
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| 1.5.6 | |
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| 1.5.7 | |
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| Projects and time | |
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| Cyclical, linear and alternating time | |
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| Temporal focus and temporal depth | |
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| Polychronicity and monochronicity | |
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| Scheduling of activities - entrainment of processes | |
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| Coping with stress | |
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| A project management theory based on the organisational perspective | |
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| Concepts, theories and methods | |
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| A project management theory | |
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| 1.7.3 | |
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| The foundation of the project | |
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| Strategies affecting projects | |
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| Change strategy: punctuated equilibrium | |
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| Change strategy: event pacing or time pacing | |
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| Positioning strategy | |
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| Implementation strategies | |
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| Project uncertainty | |
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| The concept of uncertainty | |
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| Attitudes to uncertainty | |
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| Uncertainty management strategies | |
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| Project stakeholders | |
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| Salience | |
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| A strategy for dealing with stakeholders | |
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| Constructing a coalition - the contribution/reward model | |
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| Establishing the project | |
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| Business case | |
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| Project mandate | |
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| Project mission, goals and success criteria | |
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| Missionand goals | |
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| Elaborating the mission - mission breakdown structure | |
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| Project success criteria | |
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| Moving targets | |
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| Project scope and delimitations | |
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| Freedom of action | |
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| Project responsibilities | |
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| Project completion date | |
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| Giving the project an identity | |
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| Project identity | |
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| Naming the project | |
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| Project owner | |
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| Project steering committee | |
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| Project manager | |
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| Project background | |
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| Value of project | |
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| Project benefits | |
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| Project costs | |
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| Value = Benefits - Costs Notes to Chapter 2 | |
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| Planning the project | |
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| The planning process | |
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| Project planning as a collective effort | |
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| The dilemma of project planning | |
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| Project planning on three levels | |
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| The importance of project planning | |
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| Project startup | |
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| Milestones | |
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| Concept of milestone | |
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| Controllability of milestones | |
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| The attractiveness of milestones | |
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| Milestone plan | |
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| Milestone plan philosophy | |
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| Focus areas - result paths in the milestone plan | |
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| Time scheduling - entrainment as the guiding light | |
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| The detailed planning | |
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| Uncertainty assessments of plans | |
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| The uncertainty assessment process | |
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| The great dilemma in uncertainty management | |
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| IT support Notes to Chap | |