ABSTRACT
This chapter includes a consideration of circumstances in which a project regime is required to work with a line-of-business organisation. It argues that very many of a project's challenges lie in a regime's own back yard but nonetheless is the result of insufficient attention given to the external environment. In navigating through a project's uncertainties, risk management and adaptation are principal features of its management. If project management was a mechanical mechanism that accepted a requirement, made a whirring noise and then produced the deliverables as specified, life would be more straightforward. Like the able cricketer, the able project professional has to be knowledgeable about matters beyond what others might regard as the boundaries of the discipline. They need also to be a student of human behaviour, everyday philosophy and political conduct, as well as the domains from which the project is derived and to which their project is delivering.
