Stakeholders in excellence in teaching and learning of project management

International Journal of Project Management

Volumn 26, Issue 3, 2008, Pages 326-328

  Wearne, Stephen ^a  

^a UNIVERSITY OF MANCHESTER   (United Kingdom)

Author keywords

Education; Employers; Personal development; Project governance; Techniques

Indexed keywords

CURRICULA; STUDENTS; TEACHING;

EMPLOYERS; PROJECT GOVERNANCE; STAKEHOLDERS;

PROJECT MANAGEMENT;

LEARNING; PROJECT MANAGEMENT; STAKEHOLDER; STUDENT; TEACHING;

EID: 41449093289     PISSN: 02637863     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.ijproman.2008.02.002     Document Type: Article

References (31)

1. Drawing on personal experience of project management short courses, evening classes, post-graduate and professional development programmes and seminars, in-company training, European executive programmes and modular international distance-learning industrial partnerships run since 1964.
2. The expectations of employers' associations, professional societies, sector training organizations, education authorities and central government are not included in Table 1. All these should be concerned with improving the delivery of projects as the basis of the economy, but they are not included in the table as their influence on teaching is chiefly exerted through the teachers and the other stakeholders.
3. Baker R.J.S. The management of capital projects (1962), Bell
4. For instance in working parties of industry, trades unions and independent observers sponsored by the UK's one-time National Economic Development Office which led to its report Large Industrial Sites published in 1970.
5. Woodward J.F. Project management education - levels of understanding and misunderstanding. Int J Project Manage 1 3 (1983) 173-178 see also set of papers in Int J Project Manage 1989;7(4).
6. Revans R.W. Action learning (1979), State Mutual Books
7. Stinchcombe A.L., and Heimer C.A. Organization theory and project management (1979), Norwegian University Press/OUP
8. UK and University of Manchester Institute of Science & Technology; 2003 (also lists earlier surveys of UK professional engineers).
9. Wearne S.H. Towards a science of project management. New Sci 15 July (1965) 162-163
10. Thiry M. How can the benefits of PM training programs be improved?. Int J Project Manage 22 1 (2004) 13-18
11. Winter M. Directions for future research in project management: the main findings of a UK government-funded research network. Int J Project Manage 24 8 (2006) 638-649
12. Andersen E.S., and Jessen S.A. Project maturity in organisations. Int J Project Manage 21 6 (2003) 457-461
13. Cooke-Davies T.J., and Arzymanow A. The maturity of project management in different industries: an investigation into variations between pmt models. Int J Project Manage 21 6 (2003) 471-478
14. Mullaly M. Longitudinal analysis of project management maturity. Project Manage J 37 3 (2006) 62-73
15. Pennypacker J.S., and Grant K.P. Project management maturity: an industry benchmark. Project Manage J 34 1 (2003) 4-11
16. Gale A.W., and Brown M. Project management professional development: an industry led programme. J Manage Dev 22 5 (2003) 410-425
17. In a discussion on professional competence a former project director and respected chairman of a project management professional society confessed to never having read a project management book.
18. Morris P.W.G., et al. Exploring the role of formal bodies of knowledge in defining a profession - the case of project management. Int J Project Manage 24 8 (2006) 710-721
19. Morris P.W.G., Jamieson A., and Shepherd M. Research updating the APM body of knowledge 4th edition. Int J Project Manage 24 6 (2004) 461-473
20. Morris P.W.G., Patel M.B., and Wearne S.H. Research into revising the APM project management body of knowledge. Int J Project Manage 18 3 (2000) 155-164
21. For instance that problems of procurement are due to lack of legal expertise in project teams. Most of such problems are due to project context and managers' decisions, not law.
22. see also. Atkinson R., Crawford L., and Ward S. Fundamental uncertainties in projects and the scope of projects. Int J Project Manage 24 8 (2006) 687-698
23. APM. Directing change: a guide to governance of project management. Association for Project Management; 2004.
24. Cicmil S., et al. Rethinking project management: researching the actuality of projects. Int J Project Manage 24 8 (2006) 675-686
25. A reflective style may not fit with an image of project managers as macho/macha drivers for action, but an example was recognized this year by the UK Association for Project Management by the Geoffrey Trimble Award to Nick Kay for the dissertation Reflection on the Establishment of Good Project Management Practice within a Large Capital Technology Acquisition and Factory Development Project within Rolls-Royce.
26. see also. Crawford L., et al. Practitioner development: from trained technicians to reflective practitioners. Int J Project Manage 24 8 (2006) 722-733
27. Winter M, Thomas J. Understanding the lived experience of managing projects. Chapter in: Slevin D, Cleland D, Pinto J, editors. Innovations: project management research. Project Management Institute; 2005.
28. Wearne S.H. The development of project engineers. Int J Project Manage 13 3 (1985) 150-152
29. Questioning the 'students' during and after teaching can provide some statements of value received, but their answers tend to reflect form rather than content. Longer-term feedback from past students and their employers is also limited in scope, because teachers lose track with many former students and because any specific teaching is only one possible influence on subsequent competence and performance.
30. Hussain R., and Wearne S.H. Problems and needs of project management in the process and other industries. Trans Inst Chem Eng A - Chem Eng Res Des 83 A4 (2005) 372-378
31. Ruuska I., and Vartiainen M. Characteristics of knowledge sharing communities in project organizations. Int J Project Manage 23 5 (2005) 374-379