Project-conceptualisation in technological innovations: A knowledge-based perspective. Akbar, H. & Mandurah, S. International Journal of Project Management, 32(5):759–772, July, 2014. ZSCC: 0000047![Project-conceptualisation in technological innovations: A knowledge-based perspective [link]](https://bibbase.org/img/filetypes/link.svg "link")
Paper doi abstract bibtex Project management is widely regarded as a knowledge-based process. Critical to this process is the initial project-conceptualisation phase, especially in the context of technological innovations, but which has received little attention in the literature. Specifically, hardly any study has examined how project activities overlap, how project roles evolve, what skills are required and how much time is spent across different knowledgebased project-conceptualisation stages, or sets of activities. We explore these patterns and their knowledge-based explanations through a cross-case analysis of four technological innovations. Our contribution is a knowledge-based project-conceptualisation framework that deepens the appreciation of the evolving nature of the critical project management aspects across the highly uncertain project-conceptualisation phase. We then offer practical steps for project managers to effectively manage this project management phase.
@article{akbar_project-conceptualisation_2014,
title = {Project-conceptualisation in technological innovations: {A} knowledge-based perspective},
volume = {32},
issn = {02637863},
shorttitle = {Project-conceptualisation in technological innovations},
url = {https://linkinghub.elsevier.com/retrieve/pii/S0263786313001336},
doi = {10.1016/j.ijproman.2013.10.002},
abstract = {Project management is widely regarded as a knowledge-based process. Critical to this process is the initial project-conceptualisation phase, especially in the context of technological innovations, but which has received little attention in the literature. Specifically, hardly any study has examined how project activities overlap, how project roles evolve, what skills are required and how much time is spent across different knowledgebased project-conceptualisation stages, or sets of activities. We explore these patterns and their knowledge-based explanations through a cross-case analysis of four technological innovations. Our contribution is a knowledge-based project-conceptualisation framework that deepens the appreciation of the evolving nature of the critical project management aspects across the highly uncertain project-conceptualisation phase. We then offer practical steps for project managers to effectively manage this project management phase.},
language = {en},
number = {5},
urldate = {2019-01-17},
journal = {International Journal of Project Management},
author = {Akbar, Hammad and Mandurah, Saud},
month = jul,
year = {2014},
note = {ZSCC: 0000047},
keywords = {Knowledge, Knowledge creation, Project management},
pages = {759--772},
}
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