| Causes of delay and cost overruns in construction of groundwater projects in a developing countries; Ghana as a case study Y Frimpong, J Oluwoye, L Crawford International Journal of project management 21 (5), 321-326, 2003 | 1528 | 2003 |
| Fundamental uncertainties in projects and the scope of project management R Atkinson, L Crawford, S Ward International journal of project management 24 (8), 687-698, 2006 | 1274 | 2006 |
| Senior management perceptions of project management competence L Crawford International journal of project management 23 (1), 7-16, 2005 | 1022 | 2005 |
| Exploring the role of formal bodies of knowledge in defining a profession–The case of project management PWG Morris, L Crawford, D Hodgson, MM Shepherd, J Thomas International journal of project management 24 (8), 710-721, 2006 | 521 | 2006 |
| Uncovering the trends in project management: Journal emphases over the last 10 years L Crawford, J Pollack, D England International journal of project management 24 (2), 175-184, 2006 | 488 | 2006 |
| Hard and soft projects: a framework for analysis L Crawford, J Pollack International Journal of Project Management 22 (8), 645-653, 2004 | 459 | 2004 |
| Competencies for managing change L Crawford, AH Nahmias International journal of project management 28 (4), 405-412, 2010 | 413 | 2010 |
| We're not in Kansas anymore, Toto: Mapping the strange landscape of complexity theory, and its relationship to project management T Cooke-Davies, S Cicmil, L Crawford, K Richardson Project management journal 38 (2), 50-61, 2007 | 392 | 2007 |
| Approaches to project management in Africa: implications for international development projects N Muriithi, L Crawford International journal of project management 21 (5), 309-319, 2003 | 391 | 2003 |
| Practitioner development: From trained technicians to reflective practitioners L Crawford, P Morris, J Thomas, M Winter International Journal of Project Management 24 (8), 722-733, 2006 | 378 | 2006 |
| Project Categorisation Systems L Crawford, BJ Hobbs, JR Turner Project Management Institute, 2005 | 362* | 2005 |
| Profiling the competent project manager L Crawford Proceedings of PMI Research Conference, 3-15, 2000 | 362 | 2000 |
| Government and governance: The value of project management in the public sector LH Crawford, J Helm Project management journal 40 (1), 73-87, 2009 | 337 | 2009 |
| Developing organizational project management capability: Theory and practice L Crawford Project Management Journal 37 (3), 74-86, 2006 | 292 | 2006 |
| Project management systems: Moving project management from an operational to a strategic discipline TJ Cooke‐Davies, LH Crawford, TG Lechler Project Management Journal 40 (1), 110-123, 2009 | 282 | 2009 |
| Exploring the complexity of projects: Implications of complexity theory for project management practice S Cicmil, T Cooke-Davies, L Crawford, K Richardson Project Management Institute, 2017 | 264 | 2017 |
| Aligning capability with strategy: Categorizing projects to do the right projects and to do them right L Crawford, B Hobbs, JR Turner Project Management Journal 37 (2), 38-50, 2006 | 244 | 2006 |
| Governance and support in the sponsoring of projects and programs L Crawford, T Cooke‐Davies, B Hobbs, L Labuschagne, K Remington, ... Project Management Journal 39 (S1), S43-S55, 2008 | 219 | 2008 |
| Expertise in research integration and implementation for tackling complex problems: when is it needed, where can it be found and how can it be strengthened? G Bammer, M O’Rourke, D O’Connell, L Neuhauser, G Midgley, JT Klein, ... Palgrave Communications 6 (1), 1-16, 2020 | 207 | 2020 |
| How generic are project management knowledge and practice? L Crawford, J Pollack Project Management Journal 38 (1), 87-96, 2007 | 187 | 2007 |
Julien PollackAssociate Professor, University of SydneyVerified email at sydney.edu.au
