Organisations are different in size and structure, and there is no ‘one size fits all’ when it comes to when project management methodologies should be implemented. Kenley (2014) recognises that there measures of what an organisation can produce compared to its inputs are a way to measure how effective an organisation may be at a particular period of time. Easterby-Smith, Thorpe and Jackson (2012) recognise that this level of measurement alone is not sufficient and that there was a development of management theories established with the aim of having management able to make sense of uncertainty and making decision in situations where not all information was known or could be obtained. Project management and governance appears to be the answer to this challenge of structure in uncertainty. Patanakul (2014) identifies project governance as a major contributor to why it is so difficult for owners to manage projects to success however, what is it that triggers an organisation to implement a framework by which all work is conducted? In ever-increasing global environments, organisations must be aware of when it is time to invest resources on building structure and process to how uncertainty is managed. Segre (2016) promotes the social constructionism approach of the subjective nature of knowledge and how this can provide different results for different individuals (in as a result, organisations). Both results may be correct and hence it is still necessary and appropriate to identify the same factors to be considered across all organisations. This supports the views of Müller et al. (2014) who highlights sharing knowledge and the improvement of communication to build more efficient teams, but it does not consider what more needs to be done in order to create consistently high performing frameworks.
Identify and explore the organisational factors that influence the use of project management methodologies within the Online gaming organisations of Europe.