@article {1970656,
	title = {Project Management in Real Time: A Service-Learning Project},
	journal = {Journal of Management Education},
	volume = {34},
	year = {2010},
	month = {2010},
	pages = {551-573},
	abstract = {This article describes a service-learning assignment for a project management course. It is designed to facilitate hands-on student learning of both the technical and the interpersonal aspects of project management, and it involves student engagement with real customers and real stakeholders in the creation of real events with real outcomes. As such, it helps students internalize project management principles and value project management tools. Student teams design and implement plans for events intended to result in significant contributions in support of various charitable organizations. They create the planning and execution documents required of project management teams. The article describes the assignment and its results and discusses some cautions and alternatives.},
	keywords = {Management},
	author = {Larson,Erik and Drexler,John}
}
@article {1980296,
	title = {Project Management Research Agenda},
	year = {2005},
	month = {2005},
	address = {Hawaii},
	keywords = {Management},
	author = {Larson,Erik}
}
@article {1970676,
	title = {Partnering:  Why Project Owner-Contractor Relationships Change},
	journal = {Journal of Construction Engineering and Management},
	volume = {126},
	year = {2000},
	month = {2000},
	pages = {293-297},
	abstract = {Over the last decade, research in the construction industry has explored the owner-contractor relationship in project management resulting in a different paradigm called partnering. Partnering is a relationship characterized by cooperation and collaboration in contrast to the adversarial relationship more commonly experienced between owners and contractors. This study utilized data collected from 276 construction projects to examine the stability in the owner-contractor relationship. Owner-contractor relationships were classified as being adversarial, guarded adversarial, informal partners, or project partners. Fifty-eight percent of the projects experienced some fundamental change in working relationshipeither positive or negative. Projects that began as formal partnerships were the most stable with over two thirds ending as they began. Guarded adversarial was the least stable with fewer than 30\% maintaining this kind of relationship at the end of the project. Content analysis of the reasons stated for the change revealed factors that contribute to an improvement or deterioration in working relationships. The writers use this analysis to make recommendations for sustaining and improving partnerships between owner and contractors.},
	keywords = {Management},
	author = {Drexler,John and Larson,Erik}
}
