• Mark Kozak-HollandEmail author
  • Chris Procter


From the interpretation of the three historical project case studies projects, the authors using modern terminology, develop twelve significant lessons from their understanding of the key drivers of transformation and project management success. They map these to contemporary digital transformation projects so that contemporary methods and approaches can be enhanced. The authors revisit the challenges of digital transformation and how to adapt project management to meet this challenge. They present a discussion on why project management is more significant than operations management in transformations (digital and business). They conclude with recommendations for the further examination of historical transformation projects in contemporary practice so as to enhance contemporary transformation method and approaches, with priorities and principles for project management.


Defining lessons Transformation projects Key drivers Contemporary methods and approaches 


  1. Carlsson, B. (2004), The Digital Economy: What Is New and What Is Not? Structural Change and Economic Dynamics 15: 245–264.CrossRefGoogle Scholar
  2. Cicmil, S., and Hodgson, D. (2006), Making Projects Critical: An Introduction. In Hodgson, D., Cummings, S., and Bridgman, T. (2011), The Relevant Past: Why the History of Management Should Be Critical for Our Future. Academy of Management Learning & Education 10 (1): 77–93.Google Scholar
  3. Dingsoyr, T., Nerur, S., Balijepally, V., and Moe, N. B. (2012), A decade of agile methodologies: Towards explaining agile software development. Journal of Systems and Software 85: 1213–1221. Scholar
  4. Flyvbjerg, B. (2014), What You Should Know About Megaprojects and Why: An Overview. Project Management Journal 45 (2): 6–19.CrossRefGoogle Scholar
  5. Grattan, R. (2008), Crafting Management History. Journal of Management History 14 (2): 174–183.CrossRefGoogle Scholar
  6. Jørgensen, M. (2018), Do Agile Methods Work for Large Software Projects?, Agile Processes in Software Engineering and Extreme Programming, 19th International Conference, XP 2018, Porto, Portugal, May 21–25, 2018, Proceedings.Google Scholar
  7. Kozak-Holland, M. (2014), PhD/PhD Thesis of Mark Kozak-Holland. Retrieved from
  8. Kraus, G. (1969), Chinese Laborers and the Construction of the Central Pacific. Utah Historical Quarterly 37 (1) (Winter): 41–57. PDF Copyright Utah State Historical Society, used by permission. Retrieved January 21, 2019, from
  9. Lensges, M., Kloppenborg, T. J., and Forte, F. (2018), Identifying key Agile behaviors that enhance traditional project management methodology. Journal of Strategic Innovation and Sustainability 13 (2): 22–36.Google Scholar
  10. Mayo, E. (1945), Social Problems of an Industrial Civilization. Boston: Division of Research, Graduate School of Business Administration, Harvard University, p. 72.Google Scholar
  11. Morris, P. (2013), Reconstructing Project Management (Wiley). Summarized latest book in an article for Project Management Journal 44 (5): 6–23.CrossRefGoogle Scholar
  12. Serrador, P., and Pinto, J. (2015), Does Agile work?—A quantitative analysis of agile project success. International Journal of Project Management 33. Scholar
  13. Scranton, P. (2010), Projects as Business History: Surveying the Landscape. New Brunswick, NJ: Rutgers University Press.Google Scholar
  14. Stone, L. (1979), The Revival Of Narrative: Reflections On A New Old History. Past and Present 85 (Nov 1979): 3–24, quote on p. 13. Scholar
  15. Tiersky, H. (2017), Navigating Digital Transformation. CIO Magazine. Retrieved from


  1. Scott, D., Mingay, S., and Hotle, M. (2018), Leveraging Digital Product Management: A Gartner Trend Insight Report, Gartner; Published: November 16, 2018 ID: G00373974; Analyst(s): Donna Scott, Simon Mingay, and Matthew Hotle.Google Scholar

Copyright information

© The Author(s) 2020

Authors and Affiliations

  1. 1.StouffvilleCanada
  2. 2.Salford Business SchoolUniversity of SalfordSalfordUK

Personalised recommendations