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In earlier papers in this journal the author has criticised the lack of attention given to customers/clients in the project management literature. These papers included recommendations for adding market/client-focused perspectives to project management, a proposed client/customer classification to help focus more attention on these key parties, and processes for identifying/verifying customers needs. In this paper the author concerned with developing processes for moving the whole organisation towards a market/client-focused orientation. The author draws on the experience of one of his key employers when it made such a change, and also discusses the contributions of Frame 1994 on this topic. The paucity of relevant material in the project management literature suggests that this may be a fruitful area for further development.
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