Project Management Theory and Practice

2014 ◽  
Author(s):  
Gary L. Richardson
2003 ◽  
Vol 34 (2) ◽  
pp. 4-12 ◽  
Author(s):  
Keith F. Snider ◽  
Mark E. Nissen

Much of the theory associated with project management is explicitly organized according to taxonomic bodies of knowledge (BOK). Although such BOK are conceptually simple and easily disseminated, their generally static and explicit nature is out of phase with the dynamics of critical, tacit knowledge as it flows through the project organization. In this paper, we argue for a more descriptive view of project management theory, one that captures the dynamics of knowledge flows, addresses tacit knowledge and provides new insight into interrelationships between the management of project knowledge and the management of project activities in the enterprise. Introducing a multidimensional model of knowledge flow to describe project management theory, we instantiate this model with a project example from the domain of software development.


2016 ◽  
Vol 47 (6) ◽  
pp. 56-74 ◽  
Author(s):  
Senevi Kiridena ◽  
Andrew Sense

The current understanding of project complexity is limited in that there is neither a widely recognized conceptualization of project complexity nor a convergent view on how to deal with its effects. Drawing on the extant literature concerning project complexity and complexity science, this article develops a coherent and holistic profile of project complexity and provides reflections on its implications for project management theory and practice. This profile serves as a touchstone for practitioners to better understand, assess, and address complexity in their projects and as an aid to researchers in framing their research efforts.


2018 ◽  
Author(s):  
Gary L. Richardson ◽  
Brad M. Jackson

2020 ◽  
Vol 27 (3) ◽  
pp. 5-10
Author(s):  
Yu.P. Adler ◽  

Dr. Edwards Deming, whose 120th birthday falls on October 14, 2020, has made outstanding contributions to management theory and practice, mathematical statistics and many other areas of human endeavor. This work, written for the anniversary of E. Deming, examines the paradoxes arising from his teachings. They relate, inter alia, to competition, motivation and remuneration, the use of sampling methods, on-the-job training, operational definitions and much more. Resolving these paradoxes is the path to a deeper understanding of the modern world and to the improvement of management practice. Already during Deming’s lifetime, numerous attempts were made to revise his teachings, and now there is a desire to abandon the use and development of his heritage. This is alarming and worrying.


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