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Since the 1990s the growth in project management practices outside the traditional project based industries of construction and engineering into mainstream management has been rapid. As a consequence, a new stream of research has emerged where project management is no longer confined to product creation, but rather business transformation, continuous improvement, organisational change, value creation and strategy implementation. Central to this perspective is the concept of Strategic Project Management that seeks to maintain alignment of a strategic project with organisational strategy throughout the project lifecycle from selection, prioritisation, resource allocation and realignment of the project coinciding with changes in the business environment.
The Routledge Companion to Strategic Project Management introduces contemporary and emerging concepts to add to the field of project management. It uses a wide range of international contributors drawn from the network of scholars in this field. Split into three parts the textbook covers
- Strategic context of projects
- Control and implementation of strategic projects
- Strategic project leadership and decision making
The text provides a comprehensive resource for advanced students and those going into industry in this important area. It is the first text to fully explain the complexity of managing projects within the strategic environment. As a result, this area is particularly relevant to all project managers who embark on managing business projects.