The service-led project is driven by the demand for long-term service provision based on the output of a conventional capital good. The project management implications of the extended timeframe for such projects are considered and the added risks and uncertainties associated with planning for an unknown future business environment. Detailed case studies of three service-led engineering projects in the context of port facilities, high-speed trains and sludge treatment are examined. The findings indicate that service-led projects exist within the context of a meta-project that encompasses a consideration of critical activities beyond the normal remit of the project manager. Aligning project stakeholders around a vision for the meta-project becomes a key task in the successful management of the service-led project. © 2010 Taylor & Francis.
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