Synthetic (integrative) project management: an idea whose time has come

Abstract

Purpose

To propose a complementary approach to traditional project management competency training, and approach that is based on a different worldview.

Design/methodology/approach

The research for this paper was based primarily on literature searches as well as conducting interviews with a number of project managers.

Findings

The current approach has limitations. Generally, it is good for doing projects in a stable environment.

Research limitations/implications

The new model for project management could be tested and compared to the traditional model.

Practical implications

The practical implication/consequence is an improvement in the project performance. Specifically, the new approach requires the project managers to mange the interaction of the parts of the project rather than managing each part separately.

Originality/value

The problem with project performance is paradigmatic, i.e. using a wrong mindset.

Citation

Pourdehnad, J. (2007), "Synthetic (integrative) project management: an idea whose time has come", Business Strategy Series, Vol. 8 No. 6, pp. 426-434. https://doi.org/10.1108/17515630710684646