Project Benefit Realisation and Project Management. Raymond C. Young

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СКАЧАТЬ Mankins, M.C. and Steele, R. (2005). Turning great strategy into great performance. Harv. Bus. Rev. 83 (7–8): 64.

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      6 6 Lovallo, D. and Kahneman, D. (2003). Delusions of success: how optimism undermines executive's decisions. Harv. Bus. Rev. 81 (7): 56–63.

      7 7 Young, R. (2006). What is the ROI for IT Project Governance? Establishing a benchmark. 2006 IT Governance International Conference, Auckland, New Zealand (November 2006).

      8 8 Young, R. and Grant, J. (2015). Is strategy implemented by projects? Disturbing evidence in the state of NSW. Int. J. Proj. Manag. 33 (1): 15–28.

      9 9 Young, R., Young, M., Jordan, E., and O’Connor, P. (2012). Is strategy being implemented through projects? Contrary evidence from a leader in New Public Management. Int. J. Proj. Manag. 30 (8): 887–900.

      10 10 Starkweather, J.A. and Stevenson, D.H. (2011). PMP® certification as a core competency: necessary but not sufficient. Proj. Manag. J. 42 (1): 31–41.

      11 11 Joseph, N. and Marnewick, C. (2018). Investing in project management certification: do organisations get their money's worth? Inf. Technol. Manag. 19 (1): 51–74.

      12 12 Baccarini, D. (1999). The logical framework for defining project success. Proj. Manag. J. 30 (4): 25–32.

      13 13 Young, R. and Poon, S. (2013). Top management support‐almost always necessary and sometimes sufficient for success: findings from a fuzzy set analysis. Int. J. Proj. Manag. 31 (7): 943–957.

      14 14 Young, R. and Jordan, E. (2008). Top management support: mantra or necessity? Int. J. Proj. Manag. 26 (7): 713–725.

      15 15 ISO 38500 (2008). Corporate Governance of Information Technology. International Standards Organisation.

      16 16 Standards Australia (2006). HB280 Case Studies – How Boards and Senior Management Have Governed ICT Projects to Succeed (or Fail). Sydney: Standards Australia.

      17 17 Young, R., Chen, W., Quazi, A. et al. (2019). The relationship between project governance mechanisms and project success? An international dataset. Int. J. Manag. Proj. Bus. 13 (7): 1496–1521.

      18 18 Watson, J. and Everett, J.E. (1996). Do small businesses have high failure rates? J. Small Bus. Manag. 34 (4): 45.

      19 19 Booz Allen Hamilton. Too Much SOX Can Kill You Resolving the Compliance Paradox [Internet]. 2004 [cited 2016 Aug 9]. Available from: https://www.boozallen.com/content/dam/boozallen/media/file/143161.pdf

      20 20 Stewart, J. (2004). The meaning of strategy in the public sector. Aust. J. Public Adm. 63 (4): 16–21.

      21 21 Crawford, L. (2005). Senior management perceptions of project management competence. Int. J. Proj. Manag. 23 (1): 7–16.

      22 22 KPMG (2005). Global IT Project Management Survey: How Committed Are You? KPMG.

      23 23 Deloitte (2007). What the Board Needs to Know About IT: Phase II Findings: Maximizing Performance Through IT Strategy. Deloitte LLP.

      24 24 Young, R. and Poon, S. (2013). TOP MANAGEMENT SUPPORT – almost always NECESSARY AND sometimes SUFFICIENT for success: findings from a fuzzy set analysis. Int. J. Proj. Manag. 31: 943–957.

      25 25 Flyvbjerg, B. and Sunstein, C.R. (2016). The principle of the malevolent hiding hand; or, the planning fallacy writ large. Soc. Res. (New. York). 83 (4): 979–1004.

      26 26 Flyvbjerg, B. (2014). What you should know about megaprojects and why: an overview. Proj. Manag. J. 45 (2): 6–19.

      27 27 Ansar, A., Flyvbjerg, B., Budzier, A., and Lunn, D. (2016). Does infrastructure investment lead to economic growth or economic fragility? Evidence from China. Oxford Rev. Econ. Policy 32 (3): 360–390.

      28 28 Schön, D.A. (1983). The Reflective Practitioner: How Professionals Think in Action. London: Temple Smith.

      29 29 Simon, H.A. (1976). Administrative Behaviour, 3e. New York: The Free Press.

      30 30 Rittel, H.W.J. and Webber, M.M. (1973). Dilemmas in a general theory of planning. Policy Sci. 4: 155–169.

      31 31 Dorst, K. (2011). The core of ‘design thinking’and its application. Des. Stud. 32 (6): 521–532.

      32 32 Zerjav, V., Hartmann, T., and Achammer, C. (2013). Managing the process of interdisciplinary design: identifying, enforcing, and anticipating decision‐making frames. Archit. Eng. Des. Manag. 9 (2): 121–133.

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