A project as a workplace: Observations from project managers in four R&D and project-intensive companies

• Line management continues to dominate decision premises and resource allocation.
• Project managers perceive negative motivation based on lack of influence.
• Project managers' lack of training and support throughout career often lead to stress.
• Project management is stressed by projects become flexible resources for line work.
• Reduced distinction between project and line managers would reduce power imbalance.
• A new HRM approach to projects embedded in line organisations is needed.

Projects and project management work present what would seem to be a paradox. Although business and industrial companies regard projects as strategic vehicles for innovation and growth, it is doubtful whether project managers are seen as a similarly strategic asset, due to their working environment. This article, which is based on interviews conducted at four major Scandinavian companies, describes several empirical cases of a project as a workplace. In line with previous research we observe a challenging and in many cases exposed situation for many project managers. Our main finding is that a considerable part of what makes up a non-sustainable project work environment stems from the imbalance of power that exists between permanent and temporary organisational forms. The article concludes that a process of “deprojectification” of project employees, i.e. making the distinction between line and project work less distinct in organisations may actually lead to more sustainable project work.