Chapter 1. Study Background

Organizational theory has much to contribute to the development of project management research. In particular, two important organizational concepts are “wicked problems” (Lyles 1987) and “knowing-doing gaps” (Pfeffer and Sutton 2000). The term wicked problem applies to disconcerting issues that are challenging, frustrating, and difficult to pin down and solve. The knowing-doing gap, as described by Pfeffer and Sutton (2000), refers to having the knowledge of what needs to be done, but frequently failing to act or behaving inconsistently with that knowledge. The presence of a knowing-doing gap at the highest levels of organizational management can be seen when senior executives successfully explain what their company needs to do strategically, but the company does not actually implement these strategic plans.

Those selling project management to senior executives face wicked problems in bringing project management onto senior executives’ radar screens with the hopes that it will be valued, invested in, and used. Sellers also run into knowing-doing gaps in the implementation of project management in organizations today. One particularly wide gap is evident in terms of our understanding that senior executive support and involvement is critical to the success of most projects and our inability to interest senior executives in project management.