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  • 1. Kärrbom Gustavsson, Tina
    et al.
    Hallin, Anette
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Rethinking dichotomization: A critical perspective on the use of hard and soft in project management research2014In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 32, no 4, p. 568-577Article in journal (Refereed)
    Abstract [en]

    This paper elaborates on the categorization dichotomization between hard and soft in project management research. This categorization is becoming more increasingly used in project management research for example by stating that some projects are hard, while other projects are soft, that some project skills are hard, while other project skills are soft etc. The aim is to discuss this dichotomization as an example of hierarchization a power struggle between opposites within project management research and literature and acknowledge the effects for project management research and practice of unreflective upholding of this dichotomy. We provide a critical review and discussion of stage-gate models as an example of hard project management approaches, and agile methods as an example of soft approaches to project management and acknowledge that in project management practice, it seems as if hard and soft approaches are most often combined. Hence, this dichotomy seems to be upheld by the research community while practitioners show a more holistic perspective to project management.

  • 2.
    Rämö, Hans
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Marketing.
    Doing Things Right and Doing the Right Things: Time and Timing in Projects.2002In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 20, no 7, p. 569-574Article in journal (Refereed)
    Abstract [en]

    This paper discusses the relationship between time and project management in the context of clock-time's rule of doing things right according to deadlines, and doing the right things at the right moment, irrespective of clock-time. It is argued that clock-time (chronos time) is the ruling factor in efficiency and timely moments (kairos time) are crucial in questions of effectiveness. This distinction is accentuated by the importance in managing project organisations to do the right things in that such organisations are less institutionalised than more permanent (going concern) organisations and have to deal with unplanned situations more frequently as compared with permanent organisations.

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