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International Journal of Project Management 27 (2009) 182–193 www.elsevier.com/locate/ijproman

Rethinking IT project management: Evidence of a new mindset and its implications
Chris Sauer a,*, Blaize Horner Reich b b a Fellow in Information Management, Saıd Business School, University of Oxford, Egrove Park, Oxford OX1 5NY, UK ¨ Professor, Segal Graduate School of Business, Simon Fraser University, 500 Granville Street, Vancouver, BC, Canada V6C 1W6

Received 12 August 2008; accepted 19 August 2008

Abstract This paper contributes to the rethinking project management agenda in relation to the information technology (IT) sector. Our analysis of the evolution of thinking and practice among leading IT project managers across four countries elicits nine principles and four personal qualities that constitute the core of a mindset that facilitates rethinking the practice of IT project management. We compare this with the Rethinking Project Management research agenda [Winter M, Smith C, Morris P, Cicmil S. Directions for future research in Project management: the main findings of a UK government-funded research network. Int J Project Manage 2006;24(8):638-649.]. Our contribution is to (1) validate the directions defined in that agenda; (2) identify elements not incorporated in it and (3) provide examples that crystallise the agenda for the domain of IT project management. Ó 2008 Elsevier Ltd and IPMA. All rights reserved.
Keywords: Project management; Information technology; Research; Frameworks; Mindset

1. Introduction1 A recent study, called Rethinking Project Management [1–5] has highlighted the need for a fundamental re-appraisal of project management research. The study identified five directions for advancing research and was based on collaboration between academic researchers and practitioners. The five directions...

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