BI Norwegian School of ManagementNorwegian Centre of Project Management SeminarOslo, 6th December 2006Rethinking Project ManagementMain Findings of a UK Government-Funded Research NetworkCentre for Research in the Management of ProjectsUniversity of Manchester & University College LondonEngineering and Physical Sciences Research Council

BI Norwegian School of ManagementProject Management SeminarOslo, 6th December 2006Rethinking Project ManagementMain Findings of a UK Government-Funded Research Network Why the need to rethink project management ? Network focus and purpose Network research programme (process) Main output of the programme Directions for future research Whats the BIG message for practitioners ? Questions and discussionPresentation

Significant growth in project work across all sectors, growing complexity of projects and programmes, growing importance to organisations etc.Still many 'failed' projects and poor performance. Growing criticisms of the bodies of knowledge & PPMmethodologies. Based on old management ideas.A subject that remains "stuck in a 1960s time warp."The underlying theory is obsolete.Theory World(knowledge)Practice World(experience)Why the need torethink project management ?

Emphasis on extending and enrichingthe current body of knowledgeMainstreamKnowledgeBOKs & methods etcTheory World(knowledge)Practice World(experience)Future research ?Directions, not the answersRethinking Project Management (EPSRC Network)Network Focus and PurposePublished vs personal knowledgeHow should this develop ?

www.rethinkingpm.org.uk1. Academics AND practitioners2. Learning from stories about lived experience3. Discerning emerging directions and key messagesAcademics14 UK universities:UMIST/Manchester, UCL, Bath, Strathclyde, Southampton, Newcastle, Cranfield, UWE, Brighton, Bournemouth, Plymouth, Leicester, Middlesex, London School of Economics.Canada, France, Norway, Sweden, Australia & the USPractitionersRolls-Royce, Human Systems, Big Food Group, Warburtons, Daresbury Laboratories, NGI, FAME Project (ODPM), OGC, GlaxoSmthKline, UK MOD, SE England Dev.Agency, Airbus, High-Point Rendell, Halcrow, Royal Liver Assurance, and the UK National School of Govt.RepresentativesAPM, PMI, MPA and IPMA Rethinking Project Management (EPSRC Network)Research Programme 2004-2006Theory World(knowledge)Practice World(experience)

Example: UK Major Projects Association, October 2006Messages for practitionersIndustry seminarsRethinking Project Management (EPSRC Network)Main Output of the ProgrammeTheory World(knowledge)Practice World(experience)Directions for future researchSpecial Issue of IJPM (Nov 2006)APM Yearbook 2006-07 (copy available)an agenda, not the agendaFuture research ?MainstreamKnowledgeBOKs & methods etc

New concepts and frameworks to support practitionersDirections for ResearchTheory World(knowledge)Practice World(experience)Directions in which new research isneeded to support practitioners working on21st century projects & programmesTheory OFTheory FORTheory INKnowledgeCategoriesDirection 1Directions 2-4Direction 5BI Norwegian School of ManagementProject Management Seminar, Oslo, 6th December 2006

Theory World(knowledge)Practice World(experience)Rethinking Project ManagementDirection 1Theory OFTheory FORTheory INKnowledgeCategories

To develop a system for improvingcommunication between the two sites Company X: supplier of specialist plastics products to the car industry Two manufacturing sites in the UK (Lancashire & Essex)Essex site not aware of the projectCommunication not seen as an issueLancashire MD not aware of the feeCommunication not seen as an issueVery little buy-in !Reality of Projects: Case Example

Rethinking Project ManagementDirection 1Beyond the lifecycle theory OF projects towards:frameworks and models that illuminate COMPLEXITY

Theory World(knowledge)Practice World(experience)Rethinking Project ManagementDirection 2Theory OFTheory FORTheory INKnowledgeCategories

Network Example:A University Research ProjectWHAT: to develop a procurement methodology for 3 engineering companies HOW: through a case study approach involving interviews etcWHY: to reduce operating costs and help generate material for research papers.Stated Objective of the ProjectWHAT: to generate research material for research papers HOW: by developing a procurement methodology for 3 engineering companies WHY: to produce research papers for the next RAE.Real Objective ?

Megaprojects and Risk: An Anatomy of Ambition provides the first detailed examination of the phenomenon of megaprojects. It is a fascinating account of how the promoters of multibillion-dollar megaprojects systematically and self-servingly misinform parliaments, the public and the media in order to get projects approved and built. It shows, in unusual depth, that the Machiavellian formula for approval is: underestimated costs + overestimated revenues + undervalued environmental impacts + overvalued economic development effects = project approvalSource: www.cambridge.ac.uk

Rethinking Project ManagementDirection 2Beyond mechanistic process models towards:frameworks for understanding social and political processes

Theory World(knowledge)Practice World(experience)Rethinking Project ManagementDirection 3Theory OFTheory FORTheory INKnowledgeCategories

A Fundamental ShiftFrom Product Creation to Value Creationas the Prime Focus of 21st Century ProjectsSource: Winter & Szczepanek 2007London OlympicGames 2012

Project / Programme Perspective 1 Perspective 2Development and operation of twogigantic Biome conservatoriesEducation and communicationof major environmental issuesDevelopment of physical infrastructureand new sports and leisure facilitiesSustainable legacy of benefits inculture, sport, business and tourismDevelopment of new or improvedschool buildings and other facilitiesImprovements to the organisation of schooling, teaching and learningDevelopment of new stores and development of DFY servicesIncreased sales and market share, increased profit and shareholder valueDevelopment of a new internet-based system for disabled peopleImproved access to and greaterchoice in equipment services

PortfolioManagementBusiness StrategyValue Creation at Multiple Levels:Portfolios, Programmes and ProjectsFundamental ShiftFrom Project Management to the Management of ProjectsValue Creation(eg. shareholder value)PortfolioResourcesPortfolioLevel

Rethinking Project ManagementDirection 3From product creation as the prime focus of projects:towards value creation as the prime focus

Theory World(knowledge)Practice World(experience)Rethinking Project ManagementDirection 4Theory OFTheory FORTheory INKnowledgeCategories

Total care programmes (eg. Rolls-Royce) Urban regeneration programmes Community development projects Social enterprise projects International development projectsExamples across other sectorsBroader ConceptualisationReview of Major Government IT projects (2000)

Source: Winter & Szczepanek 2007CustomerCustomersCustomersWeOld focusNew focus1st-levelrelationship2nd-levelrelationshipReframing Business(Normann 2001)SystemUserED ProjectED ServiceOperationDisabledPeopleED Project2nd-levelrelationshipDevelopment of a newinternet-based systemImproved access to and greaterchoice in equipment servicesIT ProjectService Transformation Project1st-levelrelationshipValueCreationProductCreation

Rethinking Project ManagementDirection 4From narrow conceptualisation of projects towards:broader conceptualisation of projects

Theory World(knowledge)Practice World(experience)Rethinking Project ManagementDirection 5Theory OFTheory FORTheory INKnowledgeCategories

There is no single correct way to lead a project. The paths to success will be governed by the relationships and interactions between the people involved.Programme Manager, AirbusProject Management in PracticeA Personal PerspectiveThe principles have been around for 50 yearsWeve all been on the training courseWeve read the book.Project leader must be able to create clarity out of ambiguity.But must tolerate ambiguity.Project leader does not always have hierarchical control of people.So must be able to lead by influence. What do competent practitioners actually do ? Project leaders have to do it their way applying methods and approachesthat suit their personality, and the personalities of their team.

On-going CIPD research shows that a major shift is taking place from training to learning. Training is traditionally an instructor-led, content-based intervention, leading to desired changes in behaviour. In contrast, learning is a self-directed, work-based process, leading to increased adaptive capacity. There is a battle being fought forthe hearts and minds of ourproject management community and its going to affect both the futureproject performance and our financialsuccess in the world markets!APM Project MagazineOctober 2005

Management productsPractitioner capabilitiesKnowledge of things to be acquiredCapability to act to be developedTrainingLearningDislocated from practiceIntegrated in practice

Red corner mmmm Blue corner

Rethinking Project ManagementDirection 5From trained technicians towards:reflective practitioners

Theory World(knowledge)Practice World(experience)Whats the BIG messageof the Network for practitioners ?20C21CLifecycleProcessMainstreamKnowledgePreparingpeople for therealities of21C projectsProductCreation2OCPractitionerDevelopmentPM Methodsand Tools?Published vspersonal knowledgeValueCreationPractitionerCapabilitiesSocialComplexityNetworkFindings21CPractitionerDevelopment21C from method training to capability development

BI Norwegian School of ManagementProject Management SeminarOslo, 6th December 2006Rethinking Project ManagementMain Findings of a UK Government-Funded Research NetworkQuestions and Discussion

Rethinking Project ManagementDirections for Future ResearchDirection 1 (theory OF)From the lifecycle theory of projects totheories that illuminate COMPLEXITY Direction 2 (theory FOR)From projects as simple production processesto projects as social and political processesDirection 3From product creation to value creation asthe prime focus of 21st century projectsDirection 4From narrow to broad conceptualisation ofprojects & programmes, eg. IT-related projectsDirection 5From trained technicians to reflectivepractitioners, eg. from training to learningTopic 1.3 Portfolio managementTopic 1.5 Project sponsorshipTopic 2.1 Benefits managementTopic 2.2 Stakeholder managementTopic 3.8 Issue ManagementTopic 6.10 Governance of PMTopic 7.8 Learning and developmentTopic 7.9 Professionalism and ethicsAPM BOK 5

Example from the medical profession .Source: Fish and Coles 1998

Technical RationalityProfessional ArtistryFollows rules and prescriptionsInformed by principles and frameworksSees knowledge as graspable, permanentSees knowledge as temporary, dynamicTheory is applied to practiceTheory emerges from practiceEmphasizes the knownEmbraces uncertaintyTechnical expertise is allProfessional judgement countsEmphasises assessment and accreditationEmphasises reflection and deliberationThis is trainingThis is education

APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March APM Corporate Forum 28th March