The Danish agenda for rethinking project management

Svejvig, Per; Grex, Sara

doi:10.1108/ijmpb-11-2015-0107

Cited by 11 publications

(10 citation statements)

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“…The field of project management/project organising (PM) has for decades been expanding rapidly in recognition of the scope and its range of perspectives (Dalcher, 2016; Hodgson and Cicmil, 2016; Svejvig and Grex, 2016; van der Hoorn, 2016; Walker and Lloyd-Walker, 2016). Projectification of work continues to proliferate.…”

Section: Introductionmentioning

confidence: 99%

The future of the management of projects in the 2030s

Walker

Lloyd‐Walker

2019

IJMPB

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Purpose The purpose of this paper is to explore recent literature on the impact of changes in the workplace environment and projected trends through to the year 2030. This allows the authors to identify and discuss what key trends are changing the nature of project organising work. The authors aim to identify what knowledge and which skills, attributes and experiences will be most likely valued and needed in 2030. Design/methodology/approach This paper is essentially a reflective review and is explorative in nature. The authors focus on several recent reports published in the UK and Australia that discuss the way that the future workforce will adapt and prepare for radical changes in the workplace environment. The authors focus on project organising work and the changing workplace knowledge, skills, attributes and experience (KSAE) needs of those working in project teams in 2030 and beyond. The authors draw upon existing KSAE literature including findings from a study undertaken into the KSAEs of project alliance managers working in a highly collaborative form of project delivery. Findings The analysis suggests that there is good and bad news about project workers prospects in 2030. The good news is that for those working in non-routine roles their work will be more interesting and rewarding than is the case for today. The bad news is that for workers in routine work roles, they will be replaced by advanced digital technology. Research limitations/implications Few, if any, papers published in the project organising literature speculate about what this discipline may look like or what KSAEs will be valued and needed. Practical implications This paper opens up a debate about how project management/project organising work will be undertaken in future and what skills and expertise will be required. It also prompts project managers to think about how they will craft their careers in 2030 in response to expected work environment demands. This will have professional and learning implications. Social implications The issue of the future workplace environment is highly relevant to the social context. Originality/value This paper is about a projected future some 12 years onward from today. It bridges a gap in any future debate about how project organising jobs may change and how they will be delivered in the 2030s.

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Section: Introductionmentioning

confidence: 99%

The future of the management of projects in the 2030s

Walker

Lloyd‐Walker

2019

IJMPB

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“…The initiative matured and gradually began to formalize, and was from spring 2015 funded by The Danish Industry Foundation. The project kick-off took place in June 2015 with the intention to apply the project methodology on 17 real projects (Svejvig and Grex 2016).…”

Section: Research Settingmentioning

confidence: 99%

Accelerating time to impact: Deconstructing practices to achieve project value

Svejvig

Geraldi

Grex

2019

International Journal of Project Management

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“…Along the way, several conference proceedings and journal articles about the Half Double project and methodology have been written and published (Laursen, Svejvig, & Rode, 2017;Svejvig, Geraldi, & Grex, 2019;Svejvig & Grex, 2016;Svejvig & Hedegaard, 2016). These papers present further considerations about the research process, data collection, data analysis and evaluation of the research complementing Appendix A.…”

Section: The Research Processmentioning

confidence: 99%