Building on the work of J. Rodney Turner, our article reports publishing trends on the intersection between HRM (Human Resource Management) and PBO (Project Based Organizing) in the key research-led journals of the project management field. We examine scholarship covering single and multiple practices, and different levels of analysis, to provide a comprehensive overview of key empirical and theoretical contributions published in the

According to research, stakeholder disappointment is a root problem within projects. In this article, the dilemmas related to stakeholder inclusiveness, in other words, engaging a broad range of stakeholders, are discussed. Based on a longitudinal case study, three propositions are offered: Applying stakeholder inclusiveness in a project (1) increases the likelihood of more engaged and satisfied stakeholders; (2) increases the danger of losing focus on those stakeholders who possess the most critical resources for the project's survival and progress; and (3) increases the danger of inducing stakeholder disappointment due to expectation escalation and impossibility of embracing conflicting requirements and wishes.

Project managers experience unique careers that are not yet sufficiently understood, and more people than ever before are pursuing such careers. The research on project management and careers is therefore urgently needed in order to better understand the processes and systems shaping the careers of project managers. We address this gap by reviewing several key career theories and constructs and examining how these are mobilized to understand project managers’ careers in existing research. Our main conclusion is that boundaryless career theory has been the dominant career perspective in project management research, whereas other career theories—specifically protean career theory, social cognitive career theory, career construction theory, and sustainable career theory—are far less often mobilized as a basis for studies. We also find that some of the most popular constructs in careers research, such as career success and employability, have been used in recent project management research. However, their use in these studies is often implicit and does not necessarily leverage existing work from the careers field. We argue that there is strong potential for further and more systematic integration between project management and careers research in order to enrich both fields, and we offer a research agenda as a starting point.

This exploratory research examines who supports what aspects of career development on projects. Our main finding is that, although project professionals receive support from formal and informal sources, a compensatory mechanism is at play. When support does not come from direct line managers, project professionals are compelled to initiate informal practices, including mentoring, buddy systems, and communities of practice. Practical implications arise for organizations regarding how to ensure sufficient mechanisms are in place to compensate for lack of line management career support and to allow project professionals to access the development opportunities they need by supporting their self-initiated efforts.

The chapter describes the importance of balancing risk reduction and “taken risks” and what role a holistic risk identification plays in the context of Sustainable Development (SD). It provides a theoretical background on SD, Risk Management and the Environmental Impact Analysis (EIA). It discusses the implementation of SD in the EIA as one example for a holistic risk identification. The link between SD and risk management is discussed and the identified learning potentials for further developing traditional risk identification methods are explained. A risk identification explicitly considering SD as well as considering project and stakeholder risks is presented within a case study. The case study project is Engineering, Procurement and Construction (EPC) of a wind park farm in Brazil from the supplier perspective. Based on SD both, the risks of the project as well as the risks of the project stakeholders are considered. Whereby the chapter shares the risk identification as such as well as the process for which a systemic board constellation was applied.