Contact Dr Harvey Maylor
Background
Harvey has developed courses and taught Programme and Project Management, Operations Management and Research Methods at the University of Bath, Cardiff Business School, NIMBAS (Holland and Germany), Copenhagen Business School, Warwick Business School and Kasetsart University (Bangkok, Thailand).
He was involved in the EPSRC's Rethinking PM Network, and PMI's Value of Project Management study. He is a member of PMI's Academic Member Advisory Group and ESRC's peer review college.
Current activities
Harvey's areas of expertise are:
Project and programme management
Adoption of promising practices
Implementing strategy
Operations strategy.
His is currently researching the management of complexity, the adoption (and non-adoption) of promising practices, and the development of organisational strategy for programme and project management.
He is the author of Europe's best-selling project management text (Maylor, H (2010) Project Management, 4th edition, FT Prentice Hall) which has been translated into four other languages.
Clients
- BAE Systems PLC
- McKinsey & Company
- Babcock International Group PLC
- QinetiQ Group PLC
- Network Rail
- Transport for London
Publications
Articles In Journals
- Maylor H, Geraldi J, Budzier A, Turner N & Johnson M. (2023). Mind the gap: Towards performance measurement beyond a plan-execute logic. International Journal of Project Management, 41(4)
- Greenhalgh T, Maylor H, Shaw S, Wherton J, Papoutsi C, .... (2020). The NASSS-CAT Tools for Understanding, Guiding, Monitoring, and Researching Technology Implementation Projects in Health and Social Care: Protocol for an Evaluation Study in Real-World Settings. JMIR Research Protocols, 9(5)
- Turner N, Kutsch E, Maylor H & Swart J. (2019). Hits and (near) misses: Exploring managers’ actions and their effects on localised resilience. Long Range Planning, 53(3)
- Maylor H & Turkulainen V. (2019). The concept of organisational projectification: past, present and beyond?. International Journal of Managing Projects in Business, 12(3)
- Maylor HR, Turkulainen V, Aubry M, Heslop E & Huemann M. (2018). Delivery by Design in Major Projects? – Shadows and Projections. Academy of Management Proceedings, 2018(1)
- Maylor H, Meredith JR, Söderlund J & Browning T. (2018). Old theories, new contexts: extending operations management theories to projects. International Journal of Operations & Production Management, 38(6)
- Holweg M & Maylor H. (2018). Lean leadership in major projects: from “predict and provide” to “predict and prevent”. International Journal of Operations & Production Management, 38(6)
- Maylor H & Turner N. (2017). Understand, reduce, respond: project complexity management theory and practice. International Journal of Operations & Production Management, 37(8)
- Maylor H & Turner N. (2016). "Understand, Reduce, Respond: Project complexity management theory and practice". Academy of Management Proceedings, 2016(1)
- Turner N, Swart J, Maylor H & Antonacopoulou E. (2016). Making it happen: How managerial actions enable project-based ambidexterity. Management Learning, 47(2)
- Maylor H, Huemann M & Blackmon KL. (2016). Extending the Theory of Production Competence to Organisational Project Competence. Academy of Management Proceedings, 2016(1)
- Nicolini D, Söderlund J, Antonacopoulou EP, Carlsen A, Oviedo LC, .... (2015). The Dynamics of Practice: Practising Strategizing and Project Managing. Academy of Management Proceedings, 2015(1)
- Maylor H, Turner N & Murray-Webster R. (2015). “It worked for manufacturing…!”. International Journal of Project Management, 33(1)
- Turner N, Maylor H & Swart J. (2015). Ambidexterity in projects: An intellectual capital perspective. International Journal of Project Management, 33(1)
- Turner N, Maylor H, Lee-Kelley L, Brady T, Kutsch E, .... (2014). Ambidexterity and Knowledge Strategy in Major Projects: A Framework and Illustrative Case Study. Project Management Journal, 45(5)
- Kutsch E, Maylor H, Weyer B & Lupson J. (2014). Performers, trackers, lemmings and the lost: sustained false optimism in forecasting project outcomes—evidence from a quasi-experiment. IEEE Engineering Management Review, 42(3)
- Maylor HR, Turner NW & Murray-Webster R. (2014). How can it be? Actively managing complexity in technology projects. IEEE Engineering Management Review, 42(3)
- Maylor HR, Turner NW & Murray-Webster R. (2013). How Hard Can It Be?: Actively Managing Complexity in Technology Projects. Research-Technology Management, 56(4)
- Turner N, Maylor H & Swart J. (2013). Ambidexterity in managing business projects – an intellectual capital perspective. International Journal of Managing Projects in Business, 6(2)
- Turner N, Swart J & Maylor H. (2013). Mechanisms for Managing Ambidexterity: A Review and Research Agenda. International Journal of Management Reviews, 15(3)
- Reich BH, Liu L, Sauer C, Bannerman P, Cicmil S, .... (2013). Developing better theory about project organizations. International Journal of Project Management, 31(7)
- Söderlund J & Maylor H. (2012). Project management scholarship: Relevance, impact and five integrative challenges for business and management schools. International Journal of Project Management, 30(6)
- Kutsch E & Maylor H. (2011). Risk and error in IS/IT projects: going beyond process. International Journal of Project Organisation and Management, 3(2)
- Geraldi J, Maylor H & Williams T. (2011). Now, let's make it really complex (complicated). International Journal of Operations & Production Management, 31(9)
- Kutsch E & Maylor H. (2009). From failure to success: an investigation into managers' criteria for assessing the outcome of IT projects. International Journal of Manufacturing Technology and Management, 16(3)
- Whitty SJ & Maylor H. (2009). And then came Complex Project Management. International Journal of Project Management, 27(3)
- Geraldi J, Turner J R, Maylor H, Hobday M & Brady T. (2009). Innovation in project management: Voices of researchers. International Journal of Project Management, 26(5)
- Maylor H, Vidgen R & Carver S. (2008). Managerial Complexity in Project-Based Operations: A Grounded Model and Its Implications for Practice. Project Management Journal, 39(1_suppl)
- Lewis MA & Maylor H. (2007). Game playing and operations management education. International Journal of Production Economics, 105(1)
- Maylor H, Brady T, Cooke-Davies T & Hodgson D. (2006). From projectification to programmification. International Journal of Project Management, 24(8)
- Maylor H. (2006). Special Issue on rethinking project management (EPSRC network 2004–2006). International Journal of Project Management, 24(8)
- Brown S & Maylor H. (2005). Strategic resonant firms, mass producers, big fish & flat liners: a study of policies, practices & performance in innovation. Technovation, 25(4)
- Maylor H. (2001). Beyond the Gantt chart:. European Management Journal, 19(1)
- Maylor H. (2001). Assessing the relationship between practice changes and process improvement in new product development. Omega, 29(1)
- Maylor H. (1998). Third-generation franchised organizations: Innate quality excellence or inherent conflict?. Total Quality Management, 9(7)
- Maylor H & Gosling R. (1998). The reality of concurrent new product development. Integrated Manufacturing Systems, 9(2)
- Maylor H. (1997). Concurrent new product development: an empirical assessment. International Journal of Operations & Production Management, 17(12)
- Maylor H & Lowe P. (1992). Small control. Manufacturing Engineer, 71(6)
- Roberts Reid L, Maylor H, Rieck R, Sigurdson J & Coles A-M. (1991). Book reviews. Technology Analysis & Strategic Management, 3(4)
