Integrating service practice into project management: a matter of “do or die”?

Abstract

Purpose – The purpose of this paper is to describe and analyze service management practices within a project management context. Design/methodology/approach – This research supporting conceptual developments was both exploratory and qualitative in nature and utilized an in-depth case study of a major product development project. Findings – The conceptual framework developed is applied to empirical observations of product development project. Because there is an adequate fit with observations, elements of a service management approach appear to be viable in the description, managing, and control of projects. Research limitations/implications – Because the research was built on a case study, one has the limitations common with that approach. Conversely, case studies are acknowledged as useful in the identification of important variables in situations in which there is little control over events in a real-world context. Practical implications – Customer satisfaction is a requirement of project organizations, which is an inherent requisite of any service organization. Consequently, one turns to those elements in the practice of service management that lead to best management practices. Originality/value – This paper contributes with a practice-based understanding of how project management is based on integrated service practice.