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Extending The Project Management Skillset To Encompass Change Implementation, Lynn Crawford
Extending The Project Management Skillset To Encompass Change Implementation, Lynn Crawford
Lynn Crawford
Project management standards address change control but are largely silent on change implementation. As the majority of projects involve some degree of organizational or behavioural change, and as project management is now applied to implementation of organisational changes as a specific project type, extension of coverage to recognise specific activities and competencies involved in effective change implementation should be considered in review of project management standards. As input to such a review, this paper presents results of research investigating the project and change implementation practices used, in practice, on projects requiring varying degrees of organizational and behavioural change.
Comparing Apples With Apples: Aligning Project Management Capability With Corporate Strategy, Lynn Crawford
Comparing Apples With Apples: Aligning Project Management Capability With Corporate Strategy, Lynn Crawford
Lynn Crawford
It makes little sense for an organization to invest in project management systems that are not directly suited to the nature of their business yet they need some form of guidance to tell them what good looks like. Generic project management maturity models can be a useful starting point but they take no account of differences in context and using them is like comparing apples with oranges. This paper presents results of research that investigates differences in strategic drivers and associated project management practices and outcomes between industries. Results of this research provide input to development of more compelling and …
A Vision For A Longer-Term Future: From Project Managers To “Synthesists”?, Alan Stretton, Lynn Crawford
A Vision For A Longer-Term Future: From Project Managers To “Synthesists”?, Alan Stretton, Lynn Crawford
Lynn Crawford
This paper first gives a snapshot of how some articulate contributors to a broader future-oriented non-management literature perceive the growth of specialization of avocations/ professions. A primary drawback is seen to be a resultant lack of people who are fluent in the language of many different disciplines, and who have the ability to expertly integrate them to achieve broader societal goals – i.e. “synthesists”.Project managers essentially integrate the contributions of many varied disciplines to achieve beneficial outcomes. Therefore project management appears to be extremely well placed to broaden its perspectives, and to develop and consolidate a role as “synthesists” in …