Developing a Basis for Global Reciprocity

2011 ◽  
pp. 19-34
Author(s):  
Lynn Crawford ◽  
Julien Pollack
Keyword(s):  
Project Management ◽  
Open Access ◽  
Professional Associations ◽  
Professional Standards ◽  
Significant Issue ◽  
Personal Involvement ◽  
Management Standards ◽  
Market Dominance ◽  
Gate Keeping ◽  
Development Processes

Professional standards are a significant issue for professions such as IT and project management, where certification and licensure are either necessary to practice or to demonstrate individual competence and capability. In many professions there is no basis for international reciprocity of professional standards. This paper documents the development of a standard for global reciprocity between already existing professional standards in the field of project management. Data are based on personal involvement by the authors and interviews with participants. This discussion addresses different approaches to standardisation, how common issues in the standardisation process have been addressed, and how the hindering influence of the professional associations’ proprietorial interest was avoided. Significantly different standards of development processes have been used compared to those typical in Project Management standards development, including: an emphasis on negotiation and joint modification rather than market dominance, and an open access approach, rather than one based on exclusion and gate-keeping.

Developing a Basis for Global Reciprocity

2010 ◽  
pp. 307-322
Author(s):  
Crawford ◽  
Crawford ◽  
Lynn ◽  
Lynn
Keyword(s):  
Project Management ◽  
Open Access ◽  
Professional Associations ◽  
Professional Standards ◽  
Significant Issue ◽  
Personal Involvement ◽  
Management Standards ◽  
Market Dominance ◽  
Gate Keeping ◽  
Development Processes

Professional standards are a significant issue for professions such as IT and project management, where certification and licensure are either necessary to practice or to demonstrate individual competence and capability. In many professions there is no basis for international reciprocity of professional standards. This paper documents the development of a standard for global reciprocity between already existing professional standards in the field of project management. Data are based on personal involvement by the authors and interviews with participants. This discussion addresses different approaches to standardisation, how common issues in the standardisation process have been addressed, and how the hindering influence of the professional associations’ proprietorial interest was avoided. Significantly different standards of development processes have been used compared to those typical in Project Management standards development, including: an emphasis on negotiation and joint modification rather than market dominance, and an open access approach, rather than one based on exclusion and gate-keeping.

Developing a Basis for Global Reciprocity

2010 ◽  
pp. 2371-2386
Author(s):  
Lynn Crawford ◽  
Julien Pollack
Keyword(s):  
Project Management ◽  
Open Access ◽  
Professional Associations ◽  
Professional Standards ◽  
Significant Issue ◽  
Personal Involvement ◽  
Management Standards ◽  
Market Dominance ◽  
Gate Keeping ◽  
Development Processes

Professional standards are a significant issue for professions such as IT and Project Management, where certification and licensure are either necessary to practice or to demonstrate individual competence and capability. In many professions there is no basis for international reciprocity of professional standards. This paper documents the development of a standard for global reciprocity between already existing professional standards in the field of Project Management. Data are based on personal involvement by the authors and interviews with participants. This discussion addresses different approaches to standardisation, how common issues in the standardisation process have been addressed, and how the hindering influence of the professional associations’ proprietorial interest was avoided. Significantly different standards of development processes have been used compared to those typical in Project Management standards development, including: an emphasis on negotiation and joint modification rather than market dominance, and an open access approach, rather than one based on exclusion and gate-keeping.

STUDY OF THE ORGANIZATION ADAPTIVITY RATE CORRELATION IN RELATION TO ITS INTERNAL INTEGRITY

2020 ◽  
Vol 3 (4) ◽  
pp. 292-304
Author(s):  
Inna O. Hordieieva ◽  
Valentina M. Molokanova
Keyword(s):  
Project Management ◽  
Stable State ◽  
Evolutionary Development ◽  
Current State ◽  
Modern Project ◽  
Development Processes ◽  
Methodological Principles ◽  
Internal Integration ◽  
Strategic Project ◽  
Rate Correlation

The focus of modern project management is increasingly shifting from the management of individual projects to the management of strategic project-oriented development of organizations. Now there is a need to pay more attention to project management as a universal tool for the development of systems at any level. The aim of the article is to study the processes of organization adaptation to constant changes through a synergetic portfolio of projects based on a strategic plan for the development and evolution of the organization. The spiral movement of systems development for studying development processes is considered: the process of transition of an organization from one stable state to another, the process of radical changes that accompanies innovation, as well as the processes of growth and development of crisis phenomena. The methodological principles of the organization evolutionary development management through the implementation of portfolio using its methods and tools are considered. It is proposed to manage the organization evolutionary development by building actions in the form of a synergistic portfolio of appropriate projects content, in order to increase the value of the entire portfolio of projects over the value of individual projects. The synergetic portfolio of projects is seen as a tool for a harmonious transition to the desired evolutionary state, by preserving the internal integrity of the organization and ensuring its sustainability. A mathematical model for estimating the desired properties and relations of the organizational synergetic portfolio of projects is proposed, which allows to determine and minimize the magnitude of the evolutionary goals inconsistency and to stabilize the current state of organization. It is determined that the two main tasks of any organization - external adaptation and internal integration - constantly push the organization to evolutionary development. The article proposes the author's approach to managing the organization evolutionary development through a portfolio of projects identifies indicators of adaptation of the organization to changes in the environment, defines the conditions for maintaining the integrity of the organization in the process of organizational changes.

Power and Sensemaking in Megaprojects

2017 ◽  
Author(s):  
Stewart R. Clegg ◽  
Christopher Biesenthal ◽  
Shankar Sankaran ◽  
Julien Pollack
Keyword(s):  
Nineteenth Century ◽  
Project Management ◽  
Systems Theory ◽  
Power Relations ◽  
Contingency Theory ◽  
Engineering Practice ◽  
Soft Systems ◽  
Management Standards ◽  
Recent Interest ◽  
Practice Turn

Megaprojects are complex achievements of organization, sensemaking, and management of power relations. Typically, engineering practice stresses rationality and linearity, exemplified in the nineteenth-century roots of modern management in writers such as Taylor and Fayol. A concern with contingency theory and the emergence of project management standards hardly changed these auspices. The emergent focus on soft systems theory and a more recent interest in the practice turn did begin to change megaproject management representations somewhat. In practice, megaprojects are occasions for much complex sensemaking, as Weick defines the concept. In turn, where there are different interests in different sensemaking, then power practices and relations need to be brought into focus. The chapter does this through discussing a number of studies in which these issues have been the focus.

Project Manager Profile Characterization in Energy Sector

2016 ◽  
Vol 7 (4) ◽  
pp. 64-84
Author(s):  
Germán Eduardo Giraldo González ◽  
César Augusto Leal Coronado ◽  
Gabriel Humberto Pulido Casas
Keyword(s):  
Project Management ◽  
Quantitative Analysis ◽  
Literature Review ◽  
Energy Sector ◽  
Project Managers ◽  
Environmental Risks ◽  
Project Manager ◽  
Project Delivery ◽  
Management Standards ◽  
Modern Project

This article describes and analyzes the fundamental characteristics of the project-manager profile in energy sector. This article includes a literature review, qualitative analysis based on expert's interviews, quantitative analysis based on surveys of project managers and finally, analysis and benchmarking of internationally recognized modern project management standards. This exercise contributes to the culture of project development and project management, specifically the recognition of the project manager's role and contribution to the successful project delivery. The identified profile shows satisfactory levels of education, training and experience, with some weaknesses in managing project complexities (environmental, risks, methodologies, communication and social responsibility).

Zastosowanie metod projektowych do zarządzania planem cięć w nadleśnictwach

2018 ◽  
Vol XI ◽  
pp. 71-80
Author(s):  
Tomasz Kurek
Keyword(s):  
Project Management ◽  
Management Plan ◽  
Negative Consequences ◽  
Critical Periods ◽  
Partial Cutting ◽  
Management Standards ◽  
Commercial Thinning ◽  
Forest Division ◽  
Division Model ◽  
Forest Cutting

This article characterises Project Management standards in a ten-year period of the Forest Management Plan. This plan describes all elements of procedure included in obligatory challenges (tasks): silviculture (mowing and intermediate cutting), conservation and harvest (commercial thinning, advanced felling, and final cutting). In this article the forest division model has been created. With this model, the author has shown all of the basic components of Project Management in forestry. By creating milestones, controlling leads, and better planning to carry out the Forest Cutting Plans in critical periods (natural disasters) we can decide how to solve problems and avoid or minimize negative consequences. Project Management enables efficient forest planning in time (ten years) and space (partial cutting).

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