And then came Complex Project Management (revised)

Whitty, Stephen Jonathan and Maylor, Harvey (2008) And then came Complex Project Management (revised). International Journal of Project Management, 27 3: 304-310. doi:10.1016/j.ijproman.2008.03.004

Attached Files (Some files may be inaccessible until you login with your UQ eSpace credentials)
Name Description MIMEType Size Downloads
UQ_AV_139105.pdf Author version of file application/pdf 182.17KB 513

Author Whitty, Stephen Jonathan
Maylor, Harvey
Title And then came Complex Project Management (revised)
Journal name International Journal of Project Management   Check publisher's open access policy
ISSN 0263-7863
Publication date 2008
Year available 2008
Sub-type Article (original research)
DOI 10.1016/j.ijproman.2008.03.004
Open Access Status File (Author Post-print)
Volume 27
Issue 3
Start page 304
End page 310
Total pages 7
Place of publication New York
Publisher Elsevier
Language eng
Subject 280102 Information Systems Management
350208 Organisational Planning and Management
Abstract The subject of management is renowned for its addiction to fads and fashions. Project Management is no exception. The issue of interest for this paper is the establishment of standards in the area, specifically the ‘College of Complex Project Managers’ and their ‘competency standard for complex project managers’. Both the college and the standard have generated significant interest in the Project Management community. Whilst the need for development of the means to manage complex projects is acknowledged, a critical evaluation show significant flaws in the definition of complex in this case, the process by which the College and its standard have emerged, and the content of the standard. If Project Management is to continue to develop as a profession, it will need an evidence-based approach to the generation of knowledge and standards. The issues raised by the evaluation provide the case for a portfolio of research that extends the existing bodies of knowledge into large-scale complicated (or major) projects. We propose that it would be owned by the practitioner community, rather than focused on one organization. Research questions are proposed that would commence this stream of activity towards an intelligent synthesis of what is required to manage in both complicated and truly complex environments. This is a revised paper previously presented at the 21st IPMA World Congress on Project Management Cracow, Poland.
Keyword Complex Project Management
Competency standards
Major projects
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Unknown
Additional Notes This is an author version of an article to be published in the International Journal of Project Management. Copyright 2008 Elsevier. All rights reserved. Single copies only may be downloaded and printed for a user's personal research and study.

Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 34 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 50 times in Scopus Article | Citations
Google Scholar Search Google Scholar
Created: Thu, 05 Jun 2008, 13:43:12 EST by Belinda Weaver on behalf of Library Corporate Services