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Director of the Risk Institute
Terry worked in operational research (OR) for nine years, developing project risk management for major defence projects. He joined Strathclyde University, becoming Professor and Department Head, where he worked in research and consultancy, modelling project behaviour and supporting $1.5bn+ post-project claims. Terry became Management School Director at Southampton University, then Dean of Hull University Business School in 2011 before recently stepping down to set up the Risk Institute. He has 80 journal articles (h-index 42), and a number of books to his name. He is an accredited project-manager, has edited a leading academic journal, was on the REF panel, and holds various fellowships.
Conclusions
Williams, T. M. (2022). Conclusions. In T. M. Williams, K. Samset, & G. Holst Volden (Eds.), The Front-end of Large Public Projects: Paradoxes and Ways Ahead (191-204). Taylor & Francis (Routledge). https://doi.org/10.4324/9781003257172-8
Project success
Williams, T. M. (2022). Project success. In T. M. Williams, K. Samset, & G. Holst Volden (Eds.), The Front-end of Large Public Projects: Paradoxes and Ways Ahead (10-42). London: Taylor & Francis (Routledge). https://doi.org/10.4324/9781003257172-2
SPOWTT: Improving the Safety and Productivity of Offshore Wind Technician Transit
Earle, F., Huddlestone, J., Williams, T., Stock-Williams, C., van der Mijle-Meijer, H., de Vries, L., …Moore, G. (in press). SPOWTT: Improving the Safety and Productivity of Offshore Wind Technician Transit. Wind energy, https://doi.org/10.1002/we.2647
The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success
Ojiako, U., Petro, Y., Marshall, A., & Williams, T. (in press). The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success. Production planning & control, https://doi.org/10.1080/09537287.2021.1909168
An empirical study of assurance in the UK government major projects portfolio: from data to recommendations, to action or inaction
Vo, H., Kirkham, R., Williams, T. M., Howells, A., Forster, R., & Cooke-Davies, T. (2021). An empirical study of assurance in the UK government major projects portfolio: from data to recommendations, to action or inaction. International journal of managing projects in business, https://doi.org/10.1108/IJMPB-10-2019-0242
Project
Funder
Grant
Started
Status
PMI Project Management Institute
£29,000.00
1 February 2019
Complete
£22,144.00
1 February 2017
£37,786.00
1 December 2016
Defence Science Technology Laboratory
£98,106.00
1 October 2015
£32,919.00
15 December 2017
ESRC Economic & Social Research Council
£158,136.00
6 December 2018
East Yorkshire Hospitals NHS Trust
£27,777.00
1 April 2021
Ongoing
HCC Hull City Council
£50,000.00
11 January 2017
BEIS Department for Business, Energy & Industrial Strategy
£191,666.00
PVC Research and Enterprise Office
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