Hard and Soft Projects: a framework for analysis

Crawford, L; Pollack, JB

Hard and Soft Projects: a framework for analysis

Crawford, L Pollack, JB

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Publisher:: Elsevier Science Limited and International Project Management Association
Publication Type:: Journal Article
Citation:: International Journal of Project Management, 2004, 22 (8), pp. 645 - 653
Issue Date:: 2004-01

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Field	Value	Language
dc.contributor.author	Crawford, L	en_US
dc.contributor.author	Pollack, JB https://orcid.org/0000-0001-8879-9408	en_US
dc.date.issued	2004-01	en_US
dc.identifier.citation	International Journal of Project Management, 2004, 22 (8), pp. 645 - 653	en_US
dc.identifier.issn	0263-7863	en_US
dc.identifier.uri	http://hdl.handle.net/10453/4860
dc.description.abstract	This paper provides clarification on the use of the terms `hard' and `soft' in the context of project and program management, by exploring what it means for a project to be hard or soft. This paper draws on the authors' practice based research into large organisational change programs in a variety of contexts, and the literature on project management, systems thinking and evaluation. A framework for exploring the hardness and softness of project process and outcomes is provided. It acts as an aid to structured discussion and informed decision making about the application of methods for managing projects and programs and the appropriate methods for evaluating their success. This framework is designed to aid in the transfer of lessons learned to practice by offering a common point of comparison between projects, and has potential for use as a predictive aid to resourcing. Its use is demonstrated in three cases.	en_US
dc.publisher	Elsevier Science Limited and International Project Management Association	en_US
dc.relation	http://purl.org/au-research/grants/arc/C79804395
dc.relation.ispartof	International Journal of Project Management	en_US
dc.relation.isbasedon	10.1016/j.ijproman.2004.04.004	en_US
dc.rights	Elsevier required licence: © 2004 . This manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/. The definitive publisher version is available online at https://doi.org/10.1016/j.ijproman.2004.04.004	en_US
dc.subject.classification	Building & Construction	en_US
dc.title	Hard and Soft Projects: a framework for analysis	en_US
dc.type	Journal Article
utslib.citation.volume	8	en_US
utslib.citation.volume	22	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Architecture
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCG - Centre for Corporate Governance
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	8	en_US
pubs.volume	22	en_US

Abstract:

This paper provides clarification on the use of the terms `hard' and `soft' in the context of project and program management, by exploring what it means for a project to be hard or soft. This paper draws on the authors' practice based research into large organisational change programs in a variety of contexts, and the literature on project management, systems thinking and evaluation. A framework for exploring the hardness and softness of project process and outcomes is provided. It acts as an aid to structured discussion and informed decision making about the application of methods for managing projects and programs and the appropriate methods for evaluating their success. This framework is designed to aid in the transfer of lessons learned to practice by offering a common point of comparison between projects, and has potential for use as a predictive aid to resourcing. Its use is demonstrated in three cases.

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http://hdl.handle.net/10453/4860