Research updating the APM Body of Knowledge 4th edition

Morris, Peter W. G.; Jamieson, Ashley; Shepherd, Miles

doi:10.1016/j.ijproman.2006.02.002

Cited by 66 publications

(49 citation statements)

References 28 publications

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“…Analysis supports the suggestion that the construction industry operates in a multi-project environment (Chinyio et al, 1998). Integration of projects and strategic planning becomes necessary for considering both internal and external environments (Pellegrinelli, 2002;Morris et al, 2006). Competitive tendering-based strategies emphasize short-term value, while long-term value is emphasized in close relationship (Ahola, 2008).…”

Section: Introductionmentioning

confidence: 59%

Towards a synergy between project and supply chain management

Sharma¹

2012

IJIEC

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Construction projects are conventionally analyzed considering factors such as cost and completion time. The present paper focuses on the projects particularly dealing with the house or building. The paper aims at an objective of introducing a synergy between project and supply chain management. After a brief relevant literature review, major construction activities have been discussed and the associated synergy between project management and supply chain concepts has been explained. Applications of the supply chain concepts such as forward and reverse logistics along with the customer order decoupling point in the context of construction management are discussed as a result of the proposed development. For this purpose, a categorization of construction product is developed on the basis of land and building characteristics and it is the major contribution of the present paper. This is also expected to be useful for estimating lead time and availability of the product in the context of relevant supply chain, and an associated managerial implication.

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Section: Introductionmentioning

confidence: 59%

Towards a synergy between project and supply chain management

Sharma¹

2012

IJIEC

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“…The role of the project manager has been discussed by various authors (Gaddis, 1959;Morris et al, 2006) and the demand for such practitioners is growing. For example, according to the PMI (2013b), "between 2010 and 2020, 15.7 million new project management roles will be added globally across seven project intensive industries" (p. 2).…”

Section: Knowledge and The Project Managermentioning

confidence: 99%

How do ICT project managers manage project knowledge in the public sector? An empirical enquiry from the Victorian Public Sector in Australia

Karagoz

Korthaus

Augar

2016

AJIS

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Projects are temporal organisation forms that are highly knowledge-intensive and play an important role in modern public (and private) sector organisations. The effective and efficient creation, dissemination, application and conservation of relevant knowledge are a critical success factor in the management of projects. Yet, project management (PM) and knowledge management (KM) are two distinct disciplines. This paper explores the relationship between PM and KM by analysing the literature at the intersection of those disciplines and presenting the empirical results of a case study of the Victorian Public Sector (VPS) in Australia. A series of 14 interviews were conducted to explore how ICT project managers manage project knowledge across the departments of the VPS. Findings show a strong preference among the participants for informal, face-to-face interactions and agile approaches to facilitate knowledge transfer and creation in ICT project environments.

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“…The three prominent BOKs that are considered to be rather exclusive are: the PMBOK® Guide; the UK- (Morris et al 2000(Morris et al , 2006bStretton 2006). In addition to the above three BOKs, the UK Office of Government Commerce has introduced a process-based PM methodology called 'PRoject IN Controlled Environments' (PRINCE2), which is claimed to be a non-proprietary best practice guidance widely used by UK government agencies (http://www.prince2.com/what-is-prince2.asp).…”

Section: The Structure and Content Of The Major Pm Boksmentioning

confidence: 99%

“…For instance, citing the work of Crawford (2005), Thomas and Mengel have noted that professional associations the world over are introducing ever more project management standards and certification processes ... yet the trend towards professionalism and the focus on standardisation come into question as the behavioural and personal competencies of project managers outside of PM standards appear to be more relevant for their workplace performance than the tools and techniques emphasised in the standards. (2008: 304) The other major issues relating to the current PM BOKs cited in the literature include the lack of a sound empirical basis for supporting the BOKs; lack of a globally recognised framework of PM competency standards; lack of a considered approach to developing PM competency standards; and the influence of vested interests in maintaining existing standards (Crawford 2005;Morris et al 2006b;Pollack 2007;Saynisch 2010).…”

Section: Relative Strengths and Limitations Of The Major Pm Boksmentioning

confidence: 99%

“…He further questioned the Fsefficacy of the PM tools and techniques embodied in the traditional BOKs in that they are based on basic assumptions of predetermined, clear and certain project goals that do not hold in projects with inherent uncertainty. Although the PMBOK® Guide has undergone several revisions or updates, since its introduction, critics have claimed that there have been no significant changes made to its structure and, arguably, much of its content (Crawford 2005;Morris et al 2006b;Stretton 2006). However, a cursory review of the latest editions of the major BOKs referred to above indicated that the relevant professional bodies have been responding to these criticisms in recent times, and the current versions of most BOKs contain competency elements reflecting the human and behavioural aspects of PM.…”

Section: Relative Strengths and Limitations Of The Major Pm Boksmentioning

confidence: 99%

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Building Workforce Competencies through Complex Projects

Sense

Kiridena

2013

Workforce Development

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This chapter illuminates the current theories and concepts concerning complexity and the project management workforce competencies necessary to deal with it in projects. It exposes the valuable, yet underutilised, opportunities complex projects may present to develop the knowledge and competencies of a workforce to successfully manage complexity within a project space and across an organisation more generally. The theoretical implications of this analysis imply that more research is necessary to establish a framework of competencies that relate appropriately to the levels of complexity within a project. The practice implications are profound since managing complexity in projects requires a more expansive and divergent set of practitioner skills that move well beyond the baseline 'technically oriented' project management skills set. In sum, this chapter highlights the current strengths and weaknesses of extant research and standards concerning complexity in projects and provokes discussion on developing a workforce that is more 'complexity' capable. AbstractThis chapter illuminates the current theories and concepts concerning complexity and the project management workforce competencies necessary to deal with it in projects. It exposes the valuable, yet underutilised, opportunities complex projects may present to develop the knowledge and competencies of a workforce to successfully manage complexity within a project space and across an organisation more generally. The theoretical implications of this analysis imply that more research is necessary to establish a framework of competencies that relate appropriately to the levels of complexity within a project. The practice implications are profound since managing complexity in projects requires a more expansive and divergent set of practitioner skills that move well beyond the baseline 'technically oriented' project management skills set. In sum, this chapter highlights the current strengths and weaknesses of extant research and standards concerning complexity in projects and provokes discussion on developing a workforce that is more 'complexity' capable.

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Research updating the APM Body of Knowledge 4th edition

Cited by 66 publications

References 28 publications

Towards a synergy between project and supply chain management

Towards a synergy between project and supply chain management

How do ICT project managers manage project knowledge in the public sector? An empirical enquiry from the Victorian Public Sector in Australia

Building Workforce Competencies through Complex Projects

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