Abstract
This paper uses MTS, a supplementary Project Management (PM) methodology informed by Actor Network Theory. MTS Maps the emerging social movements that are possible from the project outset, Tracks their evolution as the project evolves, and aims towards a useful Stabilization of actors’ relations to reach project closure. We believe that MTS enhances existing hard PM methodologies by providing practitioners with a new lens to manage projects as social movements by enabling them with three soft methods, Mapping, Tracking and Stabilizing. These address many of the shortcomings pointed out by contemporary PM scholars and practitioners. This paper used a quasi-experimental design for comparing the performance of two independent project teams tasked with the implementation of the same IT artifact across four different sites; the treatment team used MTS supplementing the Project Management Body of Knowledge (PMBOK), the control team only PMBOK. Preliminary conclusions about the MTS methodology effectiveness are presented.
Recommended Citation
Zendejas, Gerardo and Chiasson, Mike, "Projects as Social Movements: A Case Study" (2010). International Research Workshop on IT Project Management 2010. 1.
https://aisel.aisnet.org/irwitpm2010/1