Abstract
We present a typology in which commonly encountered project types and widely used project management process types are matched. This generates four propositions: (1) Process types match project types but do not cover all encountered project types; (2) a formal project management change process should be articulated; (3) the project management processes represent a portfolio that can help managers address project types (or other nonroutine challenges for the organization) in productive ways; and (4), while array and wicked projects cannot be fully addressed by any one of the project management processes, combinations of the processes may be able to deliver such projects.
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