Abstract
Based on an exploratory, on-going field study we suggest in this paper a conceptual, two dimensional framework for the classification of projects and systems, and show how this framework can be used to distinguish among management styles and practices for various types of engineering projects. The paper provides empirical evidence of the differences found among various kinds of projects and suggests a contingent systems approach to project management. According to this approach, in order to improve their probability of success, projects must be classified before initiation and properly adapt their management style and managerial tools.