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Research on projects is not only an immature field of research, but it is also insubstantial when it comes to understanding what occurs in projects. This article contributes to making project management research matter to the academic as well as to the practitioner by developing a project‐as‐practice approach, in alignment with the ongoing debate in social science research. The article outlines a framework and argues that there are two major challenges to the researcher and also suggests how these challenges can be met. Underlying notions of the practice approach are outlined to ensure a development of the project‐as‐practice approach that makes project management research matter!

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This article analyzes deviations in an automation project. The article develops a more holistic view of the project organization, focusing on how deviations are managed. The case study demonstrates that the tools and methods suggested in the literature are rarelyused, and shows the importance of the context of the project in terms of gathering information and sharing knowledge that is required to manage deviations. Furthermore, the case shows that there are a number of deviation-management tactics that are applied to different deviations, dependent on whether they are uncertain and/or ambiguous.