ABSTRACT
This chapter explores the persistence as a factor in the management of projects. It explores examples of persistent conduct; instances of where such behaviour is positive, disruptive or lacking in its consequences. The chapter illustrates the persistence in the management of a project these three stories. In Story One the project manager's persistence served to sustain the confidence of the defence equipment supplier and its customer when the details of a complex project were not and could not be fully comprehended by its principal stakeholders. In Story Two a business leader was able to persistently promote the value of a work culture conducive to scientific and engineering innovation, resulting in the emergence of a substantial new business enterprise and industry. In Story Three the persistence of town councillors and a pervasive and a powerful Church regime, sustained a project that was able to endure in its constancy over an extraordinarily long period, and far longer than any of its protagonists.
