Match!

The craft of project shaping

Published on Jan 26, 2010in International Journal of Managing Projects in Business
· DOI :10.1108/17538371011014026
Charles Smith5
Estimated H-index: 5
,
Mark Winter10
Estimated H-index: 10
(University of Manchester)
Abstract
Purpose – This paper aims to look closely at the actuality of project formation to investigate the performance of project shaping – those acts performed by individuals to make that form of “sense” that constitutes a new project, and to propose a framework for mapping the skills of those individuals who are directly involved in shaping projects.Design/methodology/approach – The paper uses a sensemaking approach from illustrative narratives in order to propose a model of how a project outcome is shaped. The analysis is based on thinking that emerged from the Rethinking Project Management Network and other academic communities.Findings – Significant factors in project formation are: the timing of the conversion of work into controlled project form (the control model of projects), the role of factional interests and power structures (tribal power), the alignment of project scope with a need for transformation (transformation and value), the fast production of tangibles such as project mandates that embody the...
  • References (23)
  • Citations (25)
📖 Papers frequently viewed together
2007
399 Citations
1,015 Citations
587 Citations
78% of Scinapse members use related papers. After signing in, all features are FREE.
References23
Newest
#1Mark WinterH-Index: 10
#2Tony SzczepanekH-Index: 2
Contents: Detailed Contents Foreword Overview Part 1 Introduction to Images of Projects Why not 'just do it'? The image-action connection Images of projects - a pragmatic framework for practitioners. Part 2 Seven Core Images of Projects: Image 1 - projects as social processes Image 2 - projects as political processes Image 3 - projects as intervention processes Image 4 - projects as value creation processes Image 5 - projects as development processes Image 6 - projects as temporary organizations...
35 Citations
#1Terry WilliamsH-Index: 34
#2Knut SamsetH-Index: 9
Last. Kjell SunnevågH-Index: 1
view all 3 authors...
The choice of a concept on major projects is often decided early. This is the key decision of the project: more important to long-term success than implementation. But this decision is made when uncertainty is highest. This book describes how to study strategic needs and align the project’s objectives and the anticipated effect of alternative concepts. It discusses the use of qualitative assessments when information is limited. It describes the issues about evaluating judgmental information, and...
43 Citations
#1Chris Sauer (University of Oxford)H-Index: 21
#2Blaize Horner Reich (SFU: Simon Fraser University)H-Index: 23
Abstract This paper contributes to the rethinking project management agenda in relation to the information technology (IT) sector. Our analysis of the evolution of thinking and practice among leading IT project managers across four countries elicits nine principles and four personal qualities that constitute the core of a mindset that facilitates rethinking the practice of IT project management. We compare this with the Rethinking Project Management research agenda [Winter M, Smith C, Morris P, ...
108 CitationsSource
9 CitationsSource
#1Derek H.T. Walker (RMIT: RMIT University)H-Index: 37
#2Svetlana Cicmil (University of the West of England)H-Index: 23
Last. Christophe Bredillet (ESC Lille)H-Index: 18
view all 5 authors...
Purpose – The purpose of this paper is to provide of a review of the theory and models underlying project management (PM) research degrees that encourage reflective learning. Design/methodology/approach – Review of the literature and reflection on the practice of being actively involved in conducting and supervising academic research and disseminating academic output. The paper argues the case for the potential usefulness of reflective academic research to PM practitioners. It also highlights th...
26 CitationsSource
#1Terry WilliamsH-Index: 34
A key component of successful project management is the ability to glean key learning's from the experience throughout the lifecycle of the project, as well as at its conclusion. However, in practice, the lessons learned from a specific project are rarely incorporated into an organization's overall policies and procedures. Without a concerted effort to reflect on specific project learning's and a designated process to implement them across the organization, lessons are lost, mistakes are repeate...
26 Citations
#1Charles SmithH-Index: 5
#1Charles SmithH-Index: 1
14 Citations
#1Lynn Crawford (UTS: University of Technology, Sydney)H-Index: 21
#2Peter W. G. Morris (UCL: University College London)H-Index: 26
Last. Mark Winter (University of Manchester)H-Index: 10
view all 4 authors...
The EPSRC funded Rethinking Project Management Network produced several insights into new directions for project management theory and practise, highlighting gaps between current theory and practise in several areas. This paper reviews the discussions around project management practitioner development that arose out of this rethinking process where project management is seen as growing from a predominantly technical skill-set to a broader practise of reflectively managing the things needed to pr...
154 CitationsSource
#1Mark Winter (University of Manchester)H-Index: 10
#2Charles SmithH-Index: 5
Last. Svetlana Cicmil (University of the West of England)H-Index: 23
view all 4 authors...
This paper tells the story of a UK Government-funded research network called Rethinking Project Management, funded by the Engineering and Physical Sciences Research Council between 2004 and 2006. The story is significant because of the considerable attention given to the process of the Network, both the inquiry process of ‘rethinking’ project management, and the broader social process in which the rethinking activity was carried out. In telling this story, the lead organisers explain how the inq...
67 CitationsSource
37 CitationsSource
Cited By25
Newest
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 e...
5 CitationsSource
#1Phil Crosby (Curtin University)H-Index: 3
Source
#1Hedley Smyth (UCL: University College London)H-Index: 15
#2Laurence Lecoeuvre (Skema Business School)H-Index: 4
Last. Philippe VaeskenH-Index: 1
view all 3 authors...
The research analyses decisions as evaluative outcomes regarding project value. The UK-French Hinkley Point C Nuclear Power Station provides the case study. Value is traditionally assessed as inputs and outputs. Here, value is conceptualized as a co-created value proposition at the front-end with implications for realization post-completion. Service-dominant logic (SDL) provides the theoretical lens and contributes to a methodological approach for examining projects. Decision-making outcomes pro...
18 CitationsSource
#1Christopher Biesenthal (WHU - Otto Beisheim School of Management)H-Index: 9
#2Stewart Clegg (NOVA: Universidade Nova de Lisboa)H-Index: 57
Last. Shankar Sankaran (UTS: University of Technology, Sydney)H-Index: 17
view all 4 authors...
Abstract This paper contributes to Rodney Turner's initiative to develop a theory of project management from practice. Organizational scholars studying strategy suggest that more attention needs to be paid to practices involved in organizing, as well as the institutional contexts in which these practices are embedded. Taking a cue from strategy-in-practice approaches, it is proposed that institutional theories can be used to address some questions that have not been answered adequately regarding...
30 CitationsSource
#1Philip Crosby (CSIRO: Commonwealth Scientific and Industrial Research Organisation)H-Index: 4
#1Phil Crosby (CSIRO: Commonwealth Scientific and Industrial Research Organisation)H-Index: 3
AbstractMega-project success is difficult and often interpreted differently by different stakeholders. Too many large engineering/science projects fail in terms of budget, schedule and/or performance. Such failures have profound implications for the construction and commissioning organisations, the funders (often spending public money), and end users. Successful design and delivery is, therefore, not only a commercial necessity but also a societal imperative. In this paper, I focus on the incept...
2 CitationsSource
#1Jaana Näsänen (Aalto University)H-Index: 2
#2Outi Vanharanta (Aalto University)H-Index: 2
Abstract Research on program management has highlighted the need to understand the organizational and social context in which programs are inextricably embedded. In this paper, we explore how the members of a temporary program management group negotiate the scope of its activities through constructing a shared understanding of its operational context. The results of this study demonstrate the discursive patterns through which the program group (1) separates itself from the parent organization an...
5 CitationsSource
Purpose The purpose of this paper is to explore the extent of the continuing influence on project management (PM) research directions of rethinking project management over the last ten years. Design/methodology/approach The authors chose a qualitative research approach that involved reading all papers published in the International Journal of Managing Project in Business since its commencement in 2008. Content analysis was performed on these papers to allow axial coding of key article content in...
24 CitationsSource
#1Edward Ochieng (LJMU: Liverpool John Moores University)H-Index: 10
#2Andrew D.F. Price (Lboro: Loughborough University)H-Index: 38
Last. Ximing Ruan (University of the West of England)H-Index: 7
view all 5 authors...
AbstractThis study sought to examine project delivery challenges currently being faced by energy clients and to determine how they could achieve value creation through better alignment of project delivery processes. There are important lessons to be learned from the energy sector on how to deal with the unique operational and project challenges. Four exploratory focus groups were held with twenty senior project management practitioners, to better understand the greatest needs and project managem...
7 CitationsSource
#1Graham Winch (University of Manchester)H-Index: 31
#2Rione Leiringer (University of Manchester)H-Index: 1
Research on the management of major projects is one of the main themes of Peter Morris' work. We address this theme in the context of transportation infrastructure projects and focus in particular on the contribution of the “strong owner” to project performance. After defining the strong owner concept, we will suggest that the theoretical literature on dynamic capabilities can be the source of deeper insight into the strong owner and will thereby develop the concept of owner project capabilities...
46 CitationsSource
#2Walter Skok (KUL: Kingston University)H-Index: 10
Last. Serhiy Kovela (KUL: Kingston University)H-Index: 2
view all 3 authors...
This study aims to establish whether software companies learn effectively from past implementation projects to enhance future project outcomes. Key themes of project success from existing literature, together with analysis from our deductive and inductive survey, produce a thematic framework which is subsequently used to generate recommendations for improvement of organisational learning in software projects. We conclude that inherent technological and organisational complexity in these projects...
1 CitationsSource