What is not true about community project
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From a theoretical perspective, one of the major barriers to understanding the nature of projects has been the little theoretical distinction made between the project type and its strategic and managerial problems, and the lack of specificity of constructs applied in project management studies. Although innovation studies have often used a traditional distinction between incremental and radical innovation, the project management literature has been slow in adopting similar approaches. Furthermore, while correlates of structural and environmental attributes have been well studied when the organization is the unit of analysis, they have been much less investigated in the project context. As mentioned above, the project management literature has often ignored the importance of project contingencies, assuming that all projects share a universal set of managerial characteristics. Yet, projects can be seen as “temporary organizations within organizations,” and may exhibit variations in structure when compared to their mother organizations. Indeed, numerous scholars have recently expressed disappointment in the universal, “one-size-fits-all” idea, and recommended a more contingent approach to the study of projects. As argued, by utilizing traditional concepts in a new domain, new insights will most likely emerge in this evolving and dynamic field. Our study attempts, as well, to address this theoretical gap.
Who are the stakeholders that would benefit from a framework for project classification? It seems that different people would use such a framework for different purposes. For example, among other things, top management— CEOs, executives, and business leaders—would look at decisions about portfolio management, aggregated returns, financial and business risk, and setting priorities. The marketing function, in contrast, would look for the impact of different projects on their marketing efforts, market research, and their ability to determine customer needs and product requirements. Similarly, the engineering manager would need a framework for distinguishing among difficulty and complexity of technical tasks, for assignment of technical experts, and for resources allocation. Finally, project managers would use a framework to determine their project structure, processes, and tools. They would also use it to distinguish among their design, testing, and verification efforts, and for the selection of team members and assignments of tasks.
What framework would each one of them use and how, and would one framework suffice for all needs? As we show later, they would need more than one system, and they would use it in different ways. We turn now to describing the various frameworks and the specific project types in each framework.
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