NCJ Number
217703
Journal
Studies in Conflict and Terrorism Volume: 30 Issue: 3 Dated: March 2007 Pages: 267-280
Date Published
March 2007
Length
14 pages
Annotation
This article analyzes the managerial processes taken by Al Qaeda’s leaders prior to their 1993 and 2001 operational attacks.
Abstract
Al Qaeda, not having project management software and not caring much about project budget, did not perform all the relevant project processes included in the project management “time” and “cost” knowledge areas. It is assumed that cost management processes were not formally planned, documented, and controlled due to security reasons. It is also assumed that schedule delays may have been reduced if Al Qaeda had used project management time management tools and techniques. However, it was found that Al Qaeda focused on the knowledge areas of communications and human resources management and performed the relevant processes in accordance with project management methodologies. It included the processes of team members recruiting, developing a clear organizational structure, team developing, and team members’ motivation. Unlike Western organizations, Al Qaeda’s project management strengths in human resources and communications management are aligned with the areas that are most valuable to project success. Al Qaeda’s attacks have been vastly discussed from many points of view. However, this article is the first to analyze these operations using project management methodology. It analyzes the managerial decision taken by Al Qaeda’s leaders while preparing for these attacks or operations, aimed at finding its strengths and weaknesses. References