Abstract
This article reports findings from a study of 20 U.K. engineering construction businesses which demonstrate the potential of using projects to achieve diverse strategic objectives: regulating internal markets, managing subcontractors, forming partnerships around projects, experimenting with new areas of business and selling project management expertise. The companies maintain flexibility by creating ‘market’ arrangements which spread risks and focus expertise among subcontractors, using project management to maintain a degree of control. Project management sets detailed targets for achieving particular goals. Resources can be identified, problem areas highlighted and general progress tracked. Implementation is ensured by project managers who are skilful negotiators and delegators.
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