Performance measurement in project management

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dc.contributor.authorBosch-Rekveldt, Marian
dc.contributor.authorBourne, Mike
dc.contributor.authorForster, Rick
dc.contributor.authorKirkham, Richard
dc.contributor.authorPesämaa, Ossi
dc.date.accessioned2023-09-19T10:55:55Z
dc.date.available2023-09-19T10:55:55Z
dc.date.issued2023-09-14
dc.description.abstractThis special collection of papers on performance measurement reports a diverse and broad spectrum of research that challenges conventional views on the ‘age-old’ problem of reconciling tensions between ‘project success’ and ‘project management performance’. A project is often seen as an agent transforming something from a problem to a solution (Locatelli et al., 2023), but the problem of understanding performance remains. Problematisation typically begins with a process to integrate disintegrated areas, value different perspectives that may seem puzzling; present concepts that may seem at odds; introduce coping strategies and increase awareness of biases.en_UK
dc.identifier.citationBosch-Rekveldt M, Bourne M, Forster R, et al., (2023) Performance measurement in project management. International Journal of Project Management, Volume 41, Issue 7, October 2023, Article number 102518en_UK
dc.identifier.issn0263-7863
dc.identifier.urihttps://doi.org/10.1016/j.ijproman.2023.102518
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/20244
dc.language.isoenen_UK
dc.publisherElsevieren_UK
dc.rightsAttribution 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.titlePerformance measurement in project managementen_UK
dc.typeArticleen_UK

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