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The Case for Further Advances in Project Management

COMMENTARY

By Prof Darren Dalcher

Director, National Centre for Project Management
University of Hertfordshire

United Kingdom

 



This article looks at the some of the key issues and trends that emerge from the book Further advances in Project Management published by Routledge.

‘Normal’ project management discourse is increasingly challenged to accommodate concerns around successful delivery, value realisation, resilience and making change stick. This book attempts to define and refine the boundaries of project management through a series of articles exploring a range of new perspectives and conversations that extend beyond the traditional remit of project management.

The volume brings together leading authorities on topics that are relevant to the management, leadership, governance and delivery of projects. Topics include people, communication, ethics, change management, value realisation, benefits, complexity, decision making, project requirements, project assurance, communication, knowledge management, big data, project requirements, business architecture, stakeholder engagement, strategy, users, systems thinking and resilience.

The main aims of the collection are to reflect on the state of practice within the discipline; to propose new extensions and additions to good practice; to offer new insights and perspectives; to distil new knowledge; and, to provide a way of sampling a range of the most promising ideas, perspectives and styles of writing from some of the leading thinkers and practitioners in the discipline

Let management methods evolve

In 2007 leading US business thinker and strategist, Professor Gary Hamel published his book, The Future of Management making a powerful case for bold management innovation. He argued that while technology has changed how companies operate, they still adhered to out-dated management models, rules and conventions. The current management model, centred on control, efficiency and coordination, no longer holds. It often constrains imagination, blocks creativity and stifles innovation. Hamel contended that bringing management to the Twenty-first century would require challenging and overcoming legacy beliefs.

The old models no longer suffice in a world where increasingly adaptability and creativity drive business success. Hamel therefore maintains that the challenge of developing a management model that is fit for the future would require the development of management innovation and new ways of engaging with mobilising talent, allocating resources, and building strategies.

The added challenge for project managers would be to similarly embrace creativity and innovation and apply them across temporary, unique and transient endeavours…

More…

To read entire article, click here

 



About the Author


Dalcher, PhD

Series Editor
Director, National Centre for Project Management
University of Hertfordshire, UK

 

 

Darren Dalcher, Ph.D. HonFAPM, FRSA, FBCS, CITP, FCMI, SMIEEE, SFHEA is Professor of Project Management at the University of Hertfordshire, and founder and Director of the National Centre for Project Management (NCPM) in the UK. He has been named by the Association for Project Management (APM) as one of the top 10 “movers and shapers” in project management in 2008 and was voted Project Magazine’s “Academic of the Year” for his contribution in “integrating and weaving academic work with practice”. In October 2011 he was awarded a prestigious lifetime Honorary Fellowship from the Association for Project Management for outstanding contribution to the discipline of project management. Following industrial and consultancy experience in managing IT projects, Professor Dalcher gained his PhD in Software Engineering from King’s College, University of London.

Professor Dalcher has delivered lectures and courses in many leading institutions worldwide, and has won multiple awards and prizes. He has written over 200 papers and book chapters on project management and software engineering and published over 30 books. He is Editor-in-Chief of the Journal of Software: Evolution and Process published by John Wiley. He is the editor of the book series, Advances in Project Management, published by Routledge and of the companion series, Fundamentals of Project Management. Heavily involved in a variety of research projects and subjects, Professor Dalcher has built a reputation as leader and innovator in the areas of practice-based education and reflection in project management. He works with many major industrial and commercial organisations and government bodies in the UK and beyond.

Darren is an Honorary Fellow of the APM, a Senior Fellow of the Higher Education Academy, a Chartered Fellow of the British Computer Society, a Fellow of the Chartered Management Institute, and the Royal Society of Arts, a Senior Member of the Institute for Electrical and Electronics Engineers, and a Member of the Project Management Institute (PMI), the Academy of Management, and the Association for Computing Machinery. He is a Chartered IT Practitioner. He sits on numerous senior research and professional boards, including the PMI Academic Member Advisory Group, the APM Research Advisory Group, the Chartered Management Institute Academic Council, the British Library’s Management Book of the Year Panel, and the APM Group’s Ethics and Standards Governance Board. Prof Dalcher is an academic advisor for the PM World Journal. He can be contacted at [email protected].

To see other works by Prof Darren Dalcher, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darren-dalcher/.