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Our partners and associates regularly publish and present in international forums and conduct applied empirical and theoretical research, which is used to support our services.   We offer seminars, guidance and coaching services to organizations and individuals wishing to develop these skills.

List of Publications     List of Books

Our research subjects cover:

•  Project-Based Organizational Structures
•  Program Management and Complex Projects
•  Decision-Making and Decision Management
•  Organizational results and value management
•  Sensemaking, Enactment and Learning
•  Organizational Maturity
•  Governance
•  Communications
•  Innovation

Project-Based Organizational Structures

Project-based organizations (PBO) refer to a variety of organizational forms that involve the creation of temporary systems for the performance of project tasks. Recently, project-based organizations have received increasing attention in recent years as an emerging organizational form. Our research aims to investigate and understand how the widespread adoption of a project management approach within organizations has come to gradually influence their strategy and governance approaches.

Program(me) Management and Complex Projects

Recent large-scale studies have demonstrated the failure of project management to respond to emergent inputs, as well as the lack of integration between strategic intents and the results generated by projects. This part of our research develops a view in which program management (PgM) may effectively link strategic decision making with its successful implementation through projects. It advocates an integrated learning-performance model for program management.

Decision-Making and Decision Management

The project research and practice community has failed to develop sound building blocs to decision making (DM) processes in project environments. This research focuses on the analysis of project and program decisions. Within a broader longitudinal research, it advocates a comprehensive DM continuum to provide the necessary building blocks and theoretical grounding for the development of DM at all project and program levels.

Organizational results and value management

In recent years the need to focus available resources on key, or significant, projects has grown to a point where it is difficult to undertake a project without sound justification. This particular research has led to the development of a consistent prioritization model based on the satisfaction of needs and achievability of solutions. It is based on a concept of sustainable value that includes organizational effectiveness and competitive advantage.

Sensemaking, Enactment and Learning

Project management is increasingly regarded as a strategic competency because projects play an active part in defining an organization's relationship to its environment. This research aims to clarify the dynamics of the strategy process and to demonstrate how project management, through enactment and sensemaking of strategy, enables organizations to face the challenge of complexity and uncertainty.

Organizational Maturity

With OPM3 breaking away from the conventional bounds of maturity models, a new dimension has been added to the stereo-typed but simplistic approach of CMMI. New maturity models coming up in various areas tend to incline towards either of the two approaches but there still remains a lot of un-chartered territory needing exploration. This research aims to present a unified strategic view of organizational maturity.


Until recently organizations have been dominated by a short view shareholder value perspective. More and more organizations are taking into account a broad stakeholder perspective. Our research demonstrates that an integrated vision of governance can strongly link projects and programs to strategy and benefits delivery while stimulating the value creation mission for program and project management.


Program and project managers usually operate with little or no formal authority. Consequently, it is essential for them to develop their influence and communication skills. They are increasingly called upon to interact and communicate with different organizational levels. Our research has enabled us to develop a framework and identify a variety of communication skills that better suits our evolving environment.


Various studies in domains as varied as business, organizational sciences, anthropology and biology concur to say that innovation is directly correlated to the capacity for social learning and the quality of social networks. We argue and demonstrate that an integrated project-based organization can foster social learning, constitute a social network and, consequently, trigger innovation in organizations.

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