Abstract
Project management is widely regarded as a knowledge-based process. Critical to this process is the initial project-conceptualisation phase, especially in the context of technological innovations, but which has received little attention in the literature. Specifically, hardly any study has examined how project activities overlap, how project roles evolve, what skills are required and how much time is spent across different knowledge-based project-conceptualisation stages, or sets of activities. We explore these patterns and their knowledge-based explanations through a cross-case analysis of four technological innovations. Our contribution is a knowledge-based project-conceptualisation framework that deepens the appreciation of the evolving nature of the critical project management aspects across the highly uncertain project-conceptualisation phase. We then offer practical steps for project managers to effectively manage this project management phase. (C) 2013 Elsevier Ltd. APM and IPMA. All rights reserved.