Abstract
The discipline of project management (PM), a well‐recognized management approach to large‐scale, high‐cost projects, has much to offer the field of dispute systems design (DSD). This article explores the core concepts of each discipline, noting similarities and differences, with a particular focus on stakeholder management, scope management, risk management, and quality management. Two case studies, General Electric's early dispute resolution program and Chevron's corporate social responsibility initiative in the Niger Delta, demonstrate the application of project management priciples in two DSD scenarios: one with internal corporate stakeholders and one with external community stakeholders. The authors identify five key lessons that dispute systems design can draw from project management and identify areas for further study.
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