From theory to practice: toward a typology of project-management styles

Research literature on the management of projects has been quite slow in its conceptual development and still suffers from a scanty theoretical basis. One of the main impediments in the study of projects has been the absence of constructs and the little distinction that has been made between the project type and its managerial and organizational style. Based on the findings in a field study of 26 case projects, this research shows that there is a need to adopt a more project-specific contingency approach to project management in organizations. This study explores a two-dimensional theoretical model for the classification of technical (or engineering) projects. Projects are classified according to four levels of technological uncertainty at the time of project initiation and three levels of system scope, which is their location on a hierarchical ladder of systems and subsystems. Considerable differences were found in management style, project organization and operational practice when moving along each of the model's two axes. Differences also were observed in simultaneous change in both dimensions. The findings suggest a handful of practical and managerial implications. They are based on the premise that a proper project classification prior to project initiation and a carefully selected management style may lead to better implementation and to an increased chance of project success.