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Rethinking project management: A structured literature review with a critical look at the brave new world
International Journal of Project Management
This paper presents the results of a structured review of the rethinking project management (RPM) literature based on the classification and analysis of 74 contributions and in addition takes a critical look at this brave new world. Through the analysis, a total of 6 overarching categories emerged: contextualization, social and political aspects, rethinking practice, complexity and uncertainty, actuality of projects and broader conceptualization. These categories cover a broad range of different contributions with diverse and alternative perspectives on project management. The early RPM literature dates back to the 1980s, while the majority was published in 2006 onwards, and the research stream appears to be still active. A critical look at this brave new world exhibits the overall challenge for RPM to become much more diffused and accepted.
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This paper provides avenues for a broader engagement with the conceptual considerations of projects and project management with the aim of creating new possibilities for thinking about, researching, and developing our understanding of the field as practiced. Attention is drawn to the legacy of conventional but deeply rooted mainstream approaches to studying projects and project management, and implications of the specific underpinning intellectual tradition for recommendations proposed to organisational members as best practice project management. The identified concerns and limitations are discussed in the context of project management evolution where taken-for-granted advantages of project management as a disciplined effective methodology and its popularity are reexamined. The paper sheds light on a variety of voices from both scholarly and practitioner communities that have attempted to respond to this paradox and move the field forward. Taking issue with conventional labels of p...
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In 2003 the UK's Engineering and Physical Sciences Research Council (EPSRC) agreed to fund a research network -Rethinking Project Management -to define a research agenda aimed at enriching and extending the subject of project management beyond its current conceptual foundations. The main argument for the proposed Network highlighted the growing critiques of project management theory and the need for new research in relation to the developing practice. Being the first paper of this Special Issue, this paper presents the Network's main findings: a framework of five directions aimed at developing the field intellectually in the following areas: project complexity, social process, value creation, project conceptualisation, and practitioner development. These areas are based on a comprehensive analysis of all the research material produced over a 2-year period and represent the dominant pattern of ideas to emerge from the Network as a whole. They are not meant to be the agenda for future research, but an agenda to inform and stimulate current and future research activity in developing the field of project management. Methodologically, the five research directions represent a synthesis of ideas for how the current conceptual base needs to develop in relation to the developing world of practice. As well as presenting the main findings, the paper also presents a practical research framework aimed at researchers working in the field. The intended audience for the paper is the project management research community, and also researchers in other management areas for whom the Network's findings might be of interest.
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Darren Dalcher, 'Is it time to rethink project management?, PMWJ, Vol. 3 (10), October 2014, available at: http://pmworldlibrary.net/wp-content/uploads/2014/10/pmwj27-oct2014-Dalcher-is-it-time-to-rethink-project-management-Advances-Series-Article.pdf?x47260 © 2014 Darren Dalcher.
International Journal of Managing Projects in Business, 2016
Purpose The purpose of this paper is to identify the major trends and contributions published in the Advances in Project Management book series and place them in the context of the findings and outputs from the Rethinking Project Management Network. A key aim is to address the concerns of project practitioners and explore the alternatives to the assumed linear rationality of project thinking. The paper further offers a guided catalogue to some of the key ideas, concepts and approaches offered to practitioners through the series. Design/methodology/approach This is a conceptual review paper that reflects on the main areas covered in a book series aimed at improving modern project practice and explores the implications on practice, knowledge and the relationship between research and practice. The topics are addressed through the prism of the Rethinking Project Management Network findings. Findings The paper explores new advances in project management practice aligning them with key tr...
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The book contains chapters by many recognized experts from the project management literature. It builds on a special issue of The International Journal of Project Management (Volume 21, Number 3 ...
project management plan. an extranet. It is multi computer without installing the software. They are usually . 2. Literature Review . 2.1 What is a Project Management System? Project Management (PM) is defined as the application of knowledge, skills, tools, and techniques to project activities in order to meet stakeholder needs and expectations ...
We conducted a literature review consisting of two parts in order to address the research questions: the first part was an explorative and less structured literature search for alternatives to classical project management; this was followed by the second part, which was a rigid structured literature review consisting of four phases, starting ...
4. Project Management as defined by some leading writers "Project Management as knowledge field is both an art and a science" (Bredillet, 2004 a&b)" According to PMI (1994), project management involves applying knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations.
of project management, not the success of a product completed during a project. Some other topics that will not be covered within the scope of this literature review include: • agile project management • the extent of project management software used to improve efficiency • project risk management tools such as PERT • Monte Carlo simulation
might be at the core in order to further the knowledge about project management. However, no literature review has presented a comprehensive image of the existed research on project management practices. To further develop this research field, it is important to know what have been done and how they have been done in project management research.
2 PROJECT MANAGEMENT METHODOLOGIES 3 Project Management Methodologies: A Review of the Literature The turn of the twentieth century catapulted the world into a global age of business, innovation, war, politics, and technology. As the Industrial Age ended, companies began to grow nationally and expand globally into new marketplaces.
for the systematic literature review. Thereafter follows an overview of the existing research landscape in the ... In order to find out how the front-end notion is used in project management literature, and to see what generic processes form part of the "front end" of a project and how these fit together as a coherent whole, we carried
We conducted a literature review consisting of two parts in order to address the research questions: the first part was an explorative and less structured literature search for alternatives 279 to classical project management; this was followed by the second part, which was a rigid structured literature review consisting of four phases ...
review uses this approach to summarize existing literature to identify the current position and gaps on agile as a project management methodology. The ensuing section describes the three main phases of the current review in accordance with the guidelines: planning, conducting, and reporting the study.