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|Title:||Accountability and project management: a convergence of objectives|
construction project management
|Citation:||Leong, C. (1991). Accountability and project management: a convergence of objectives. International Journal of Project Management 9 (4) : 240-249. ScholarBank@NUS Repository.|
|Abstract:||The paper presents a discussion of project management (PM) from the perspective of the accountability concept, and it highlights, in broad terms, the similarity in concerns between the two. There is potential for mutual benefit in relation to both concepts when they are considered together in the context of a project and its project-management structure. It is not merely that there is a notable lack of accountability in the PM role and function (although this is clearly evident) that requires that the issue of accountability be addressed. The uniqueness of the accountability concept offers a dynamic response to the internal and external performance demands of a project. It also provides a foundation from which the performances of the project participants and, more importantly, the management function can be addressed. The task and the management system, although distinguishable, are not entirely independent from each other, in that management performance almost always has a major part to play in determining project performance. An accountability framework provides an integrated view of the two. Behavioural implications for the PM setting are drawn from sources outside the field of construction, enabling there to be a valuable crossdisciplinary application of knowledge. © 1991.|
|Source Title:||International Journal of Project Management|
|Appears in Collections:||Staff Publications|
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