Darren Dalcher
Lancaster, United Kingdom


Author, Professor, Series Editor
Director, National Centre for Project Management
Lancaster University Management School, UK
Darren Dalcher, Ph.D. HonFAPM, FRSA, FBCS, CITP, FCMI SMIEEE SFHEA is Professor in Strategic Project Management at Lancaster University, and founder and Director of the National Centre for Project Management (NCPM) in the UK. He has been named by the Association for Project Management (APM) as one of the top 10 “movers and shapers” in project management and was voted Project Magazine’s “Academic of the Year” for his contribution in “integrating and weaving academic work with practice”. Following industrial and consultancy experience in managing IT projects, Professor Dalcher gained his PhD in Software Engineering from King's College, University of London.
Professor Dalcher has written over 200 papers and book chapters on project management and software engineering. He is Editor-in-Chief of Journal of Software: Evolution and Process, a leading international software engineering journal. He is the editor of the book series, Advances in Project Management, published by Routledge and of the companion series Fundamentals of Project Management. Heavily involved in a variety of research projects and subjects, Professor Dalcher has built a reputation as leader and innovator in the areas of practice-based education and reflection in project management. He works with many major industrial and commercial organisations and government bodies.
Darren is an Honorary Fellow of the APM, a Chartered Fellow of the British Computer Society, a Fellow of the Chartered Management Institute, and the Royal Society of Arts, A Senior Member of the Institute of Electrical and Electronic Engineers, a Senior Fellow of the Higher Education Academy and a Member of the Project Management Institute (PMI) and the British Academy of Management. He is a Chartered IT Practitioner. He sits on numerous senior research and professional boards, including The PMI Academic Member Advisory Group, the APM Research Advisory Group, the CMI Academic Council and the APM Group Ethics and Standards Governance Board. He is the Academic Advisor and Consulting Editor for the next APM Body of Knowledge. Prof Dalcher is an academic advisor for the PM World Journal. He is the academic advisor and consulting editor for the next edition of the APM Body of Knowledge.
He can be contacted at d.dalcher@lancaster.ac.uk.
Updated September 2018
BOOKS
Leading the Project Revolution: Reframing the Human Dynamics of Successful Projects, 1st Edition; Edited by Darren Dalcher; Routledge, December 2018
Managing Projects in a World of People, Strategy and Change,1st Edition; Edited by Darren Dalcher, Routledge, August 2018
The Evolution of Project Management Practice: From Programmes and Contracts to Benefits and Change, 1st Edition; Edited by Darren Dalcher; Routledge, September 2017
Further Advances in Project Management: Guided Exploration in Unfamiliar Landscapes, 1st Edition; Edited by Darren Dalcher, Routledge, December 2016
Advances in Project Management: Narrated Journeys in Uncharted Territory, 1st Edition; Edited by Darren Dalcher, Routledge, August 2016
Articles and Papers
- Is it time to rethink agile? (Advances in Project Management) - Series Article - Dalcher -
- Rediscovering innovation in project management: A post-crisis perspective - Series Article - Dalcher -
- The quest for artificial intelligence in projects - Series Article - Dalcher -
- Rethinking Project Management for a Dynamic and Digital World - News Article - Dalcher -
- The power and peril of common standards: Knowledge and standards in project-work - Series Article - Dalcher -
- What you don’t know may still bite you: Learning to deal with the unknown - Series Article - Dalcher -
- Scaling up to business agility - Series Article - Dalcher -
- From adversity to innovation: Forging a creative discovery journey (Advances in Project Management article) - Series Article - Dalcher -
- Leading the transformation: Navigating disorder in times of crises - Series Article - Dalcher -
- Thinking in portfolios (Advances in Project Management) - Series Article - Dalcher -
- Spare a thought for governance: Curating a better future - Series Article - Dalcher -
- Reflections on Resilience for Mindful Managers - Series Article - Dalcher -
- In whose interest? Repositioning the stakeholder paradox - Series Article - Dalcher -
- Reboot for purpose: Beyond the tragedy of the commons - Series Article - Dalcher -
- Leadership in times of crisis: What’s different now? - Featured Paper - Dalcher -
- Is now a good time for a fundamental rethink of leadership? - Series Article - Dalcher -
- Expanding our risk repertoire to encompass opportunities - Series Article - Dalcher -
- Beyond the mind of the maker: Adventures in knowledge making - Series Article - Dalcher -
- Taking responsibility for our actions: The return of stewardship - Series Articles - Dalcher -
- The return of the hacker: Rethinking projects, progress, innovation and teams - Series Article - Dalcher -
- Beyond authority: Power to the people (Advances in Project Management) - Series Article - Dalcher -
- The entrepreneurship advantage: Looking in new places - Series Article - Dalcher -
- Moving beyond project delivery: Reflecting on the life cycle concept as way for organising project work - Series Article - Dalcher -
- The leadership imperative and the essence of followership - Series Article - Dalcher -
- Project Management will Continue to Grow: Interview with Prof Darren Dalcher - Interview - , Dalcher -
- The wisdom of teams revisited: Teamwork, teaming and working for the common good - Series Article - Dalcher -
- The power of communication and the challenge of hidden assumptions - Series Article - Dalcher -
- Connecting for corporate social innovation - Series Articles - Dalcher -
- Benchmarking for a quick turnaround: The search for performance excellence - Series Articles - Dalcher -
- Interview with Darren Dalcher Ph.D., HonFAPM - Interviews - Dağlı, Dalcher -
- Strategy execution: Overcoming the alignment trap - Series Articles - Dalcher -
- Working in the Shadows: Exposing our inner demons - Series Articles - Dalcher -
- The map is not the territory: Musings on complexity, people and models - Series Articles - Dalcher -
- Strategy as learning to discover the way forward - Series Articles - Dalcher -
- Why culture really matters: The hidden perils of acculturation - Series Articles - Dalcher -
- Team dynamics and the perils of agreement - Series Articles - Dalcher -
- The leaders we deserve - Series Articles - Dalcher -
- Commercial management and projects, a long overdue match - Series Articles - Dalcher -
- Who killed change? Reconsidering the relationship between projects and change - Series Articles - Dalcher -
- Is it time for good enough governance? - Series Articles - Dalcher -
- The Case for Further Advances in Project Management - Commentaries - Dalcher -
- We need to talk about strategy - Series Articles - Dalcher -
- Coming to terms with the unknown: Re-invoking Knightian uncertainty - Series Articles - Dalcher -
- Homing in on project performance - Series Articles - Dalcher -
- What has Taylor ever done for us? Scientific and humane management reconsidered - Series Articles - Dalcher -
- It starts with trust: People, perspectives and relationships as the building blocks for sustainable success - Series Articles - Dalcher -
- So where do benefits come from? - Series Articles - Dalcher -
- Changing for the better? Living with the inherent paradox of change - Series Articles - Dalcher -
- On the importance of context - Series Articles - Dalcher -
- Thinking in Patterns: Problems, Solutions and Strategies - Series Articles - Dalcher -
- The essence of collaboration: Extending our reach and potential - Series Articles - Dalcher -
- The unspoken role of sponsors, champions, shapers and influencers - Series Articles - Dalcher -
- Thinking Teams, performing teams and sustaining teams: Beginning the dialogue around working together - Series Articles - DalcherDalcher -
- Thinking in Contracts: The role of intelligent procurement in projects - Series Articles - Dalcher -
- Business cases, benefits and potential value: The impact of planning fallacy, optimism bias and strategic misrepresentation on the road to success - Series Articles - Dalcher -
- Time to rethink the social element of projects: Building on ambient awareness and social media - Series Articles - Dalcher -
- Why planning is more important than plans - Series Articles - Dalcher -
- Asking strategic questions: reflections on the temporal bounds of projects and programmes - Series Articles - Dalcher -
- Progress through people: The study of projects as if people mattered - Series Articles - Dalcher -
- Complexity, projects and systems: Just going around in circles? - Series Articles - Dalcher -
- Resilience as Bouncing Forward: Developing the capability to cope when bouncing back is no longer sufficient - Series Articles - Dalcher -
- Here comes everybody: Reframing the stakeholder concept when just about everyone can become your stakeholder (Intro to Advances in Project Management Series Article) - Series Articles - Dalcher -
- The sprint or the marathon? Finding a metaphor to account for value in projects and programmes - Series Articles - Dalcher -
- In data we trust: Establishing the value of information, big data and analytics - Series Articles - Dalcher -
- There is nothing so permanent as temporary: Some thoughts on adapting project structures - Series Articles - Dalcher -
- Whose success is it anyway? Rethinking the role of suppliers in projects - Series Articles - Dalcher -
- Not by accident: revisiting quality management (Intro to Advances in Project Management Series article) - Series Articles - Dalcher -
- For whose benefit? Reclaiming the role of users in projects - Series Articles - Dalcher -
- Learning to deal with emergencies: What the project management bodies of knowledge don’t tell us (Advances in Project Management Series) - Series Articles - Dalcher -
- Is it time to rethink project management (Advances in Project Management Series) - Series Articles - Dalcher -
- Making knowledge count: Where to find meaningful information - Series Articles - Dalcher -
- Too little, too late, or too much, too early: Are we paying enough attention to stakeholders? - Series Articles - Dalcher -
- Who Needs Project Requirements? (Introduction to Advances in Project Management Series) - Series Articles - Dalcher -
- Whatever happened to management by objectives? Learning to look beyond goals - Series Articles - Dalcher -
- When people make decisions: Thinking and deciding in projects - Series Articles - Dalcher -
- Seeing change: the power to think in new ways - Series Article - Dalcher -
- Project economics: Wishful thinking, conspiracy of optimism or a self-fulfilling prophecy - Series Articles - Dalcher -
- Managing Change: Organisations, People and the Search for Performance - Series Articles - Dalcher -
- The Complexity Dialogues: ‘Complicated’ and ‘Complex’ – the management difference Panelists: Remington & Cavanagh – Moderator: Dalcher - Series Articles - Cavanagh MSc , Remington, Dalcher -
- Professionalism, ethics and needing to ask - Series Articles - Dalcher -
- From Quality to the Pursuit of Excellence - Series Articles - Dalcher -
- From Projects to Strategy, and Back Again - Series Articles - Dalcher -
- Is There a unified Theory of Project Management? - Series Articles - Dalcher -
- Sustainability and Success (Advances in Project Management) - Series Articles - Dalcher -
- The Art of Communication (Advances in Project Management) - Series Articles - Dalcher -
- The burden of making good decisions (Advances in Project Management) - Series Articles - Dalcher -
- Overstating the benefits - Series Articles - Dalcher -