Practitioner development: From trained technicians to reflective practitioners

Crawford, Lynn; Morris, Peter W. G.; Thomas, Janice; Winter, Mark

doi:10.1016/j.ijproman.2006.09.010

Cited by 178 publications

(147 citation statements)

References 24 publications

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“…Examples include the development of the project manager profession inspired by Rethinking Network (Crawford, Morris, et al 2006), authentic leadership (Lloyd-Walker & Walker 2011), transformational leadership (Keegan & Den Hartog 2004), contextualised view on leadership (Müller et al 2012), relationship between program managers and how they shape the program (Partington et al 2005). A heroic version of project leadership as a single person has also been criticised and distributed leadership has been observed and discussed (Buchanan et al 2007;Crevani et al 2007) Research has also pointed out that project managers need to develop a more critical mindset towards the certain forms of project organizing and the negative consequences of project management (Hodgson & Cicmil 2007).…”

Section: And Beyondmentioning

confidence: 99%

Project studies and engaged scholarship

Geraldi

Söderlund

2016

IJMPB

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Purpose: A decade has passed since the 'Rethinking Project Management' Network called for a paradigm shift in project research, and proposed five research directions. This paper reflects on the past decade and purports to rejuvenate these research directions. Approach:We conceptualise and study 'project studies'. We approach our research as a social process embedded in research communities, and contemporary Zeitgeist. In this regard, the 'Rethinking Project Management' Network acts as a case of researchers and practitioners who took an active role in shaping the research direction of our community. Findings:Based on Sandberg's interpretive approach to the fit between work and works (in this case research-researcher) and Habermas' three types of human interests: technical, practical and emancipatory, we develop a conceptual framework circumscribing three types of project research, which are used to craft future research directions, in the lines proposed by . Implications:We conclude by proposing a sixth direction on the practice of theorising, and call for engaged and ambidextrous scholars, who's 'job' goes beyond the writing of articles and research applications, and includes shaping discourses of project research, nurturing new project scholars, contributing to project practice and carefully considering the legacy of projects and project studies in society.Originality: This essay positions research as a social process, and the role of researchers as actors shaping research.

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Section: And Beyondmentioning

confidence: 99%

Project studies and engaged scholarship

Geraldi

Söderlund

2016

IJMPB

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“…Problems may then be reframed in a positive new light. To do so, however, requires exposure to new ways of seeing, new perspectives, and the development of skill sets that have not traditionally been part of curriculum within project management education and training [62]. Coping infers use of an emergent strategy whereas managing may be associated with use of a more rigid and prescriptive approach to strategy development.…”

Section: Discussion and Reflectionmentioning

confidence: 99%

Understanding Collaboration in Integrated Forms of Project Delivery by Taking a Risk-Uncertainty Based Perspective

Walker

Lloyd‐Walker

2016

Administrative Sciences

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Abstract:Background: Cross-discipline team collaboration between the project ownership team, design team and project delivery team is central to effective management of risk, uncertainty and ambiguity. A recently-developed framework that was developed to provide a visualisation tool to enable various project procurement and delivery forms has been adapted to answer the research question How can uncertainty best be managed in complex projects? Methods: The research involved reviewing transcribed recorded interviews with 50 subject matter experts that was originally analysed using axial coding with Nvivo 10 software to develop the framework that the paper refers to. It extends analysis to focus on risk and uncertainty previously reported upon in that study. Results and Conclusions: The adaptation presents a hypothetical partnering and alliancing project collaboration map taken from a risk and uncertainty management perspective and it also refines its focus on coping and sensemaking mechanisms to help manage risk-uncertainty in a practical and 'how to do' manner. This contributes to theory by extending the relationship based procurement (RBP) framework from taking a purely procurement theory focus to being applied in a risk-uncertainty project management theory domain. It also provides a practice contribution by explaining how the RBP mutation to a collaboration and risk-uncertainty management framework may be applied.

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“…Whilst it is possible to create awareness of different perspectives or areas of focus, it is unlikely that any academic institution could possibly coherently cover all areas and roles to a sufficient level of depth, and therefore would prioritize and guide the learner towards a subjective standard. Propagating "best practices" or "one best way" is almost criminal [8]. The IS field is thus one that is not ruled by one truth, but is rather characterized by practitioners independently embarking on a search for finding the truth for a particular situation.…”

Section: A Lack Of Truthmentioning

confidence: 99%