By Sam Finch
In recent years I have witnessed widespread growth and application of project management in sectors that are not traditionally associated with its use. As a result of this, the profession itself and those calling themselves project managers is increasingly becoming harder to define.
In the case of Thailand, as project management continues to develop and be applied more broadly, organisations that practice project management should remain cognisant of the need to remain current and aware of contemporary theories and practices to ensure they can cope with the complexities of modern day projects.
It is argued that a rise in the application of project management requires an equal rise or ‘re-think’ of theory that underpins it. However theories underpinning project management have not developed at a rate equal to that of its application. This is resulting in today’s project managers being inadequately educated, trained and ill-equipped to deliver tomorrow’s projects. Thankfully, not all is lost and there are options available to organisations looking to bridge the gap between traditional and contemporary theories.
Berggren & Soderlund (2008 pp. 291) suggest a new style of theory based on a “social twist” that introduces new learning methods and rejuvenates existing theory to enhance its ability to guide managers through projects. This “social twist” is based on six principles that an organisation can apply internally. As per below they are: reflection reports, learning contracts, roundtable examinations, live cases, thesis work and knowledge theatres.
| Concept | Summary |
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Reflection reports |
Allowing for lessons learnt to equate to knowledge through the articulation and reflection of what occurred during the project and or, how this deviated from what was planned. Dependent on size and influence of a project, it is recommended that this occur from a personal and organisational viewpoint. |
|
Learning contracts |
This sets targets for learning achievements and encourages improvements as the participant has agreed to targets. |
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Testing knowledge in a group environment and encouraging participation and reflection on knowledge and lessons learnt. |
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Live cases |
Encourage personal experiences from live projects to be shared amongst project teams and others. This encourages the sharing of difficulties and success to ensure that knowledge is shared and theory can be developed in a collaborative manner. |
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Thesis work |
Encouraging participants to be “in-house consultants” for specific issues within their respective organisations or sponsors. This ensures that the lessons learnt will adequately captured to be of greater value to organisations future projects. |
|
Knowledge |
Reflection by participants in a “performative event” where lessons learnt are presented and passed on to others. |
Organisations also have external options available to maintain a contemporary project management capability. These options include supporting staff involvement and membership of professional organisations like the Project Management Institute Thailand Chapter.
This article merely scratches the surface of a key issue facing project management and organisations today. There are a number of options available to organisations to ensure they have an appropriate balance between traditional and contemporary theories in order to successfully deliver projects in increasingly complex environments.
Berggren, C. and Soderlund, J. (2008) “Rethinking project management education: Social twists and knowledge co-production.” International Journal of Project Management 26 (1) : 286-296.
Sam has an Undergraduate Degree in Applied Science and a Masters in Project Management, both from RMIT University, Melbourne. He is passionate about furthering best practice project management methodologies across Thailand whilst furthering a permanent career.
With an advanced knowledge and practical application of contemporary project and change management methodologies and business acumen , Sam provides clever solutions to complex problems.
He has successfully delivered projects in defence, land use and development, engineering, organisational change and business transformation.
Sam has worked closely with senior leadership and executives across all tiers of Government in Australasia. He has established a widespread network through strong and effective relationships. Critical to his success in culturally diverse and complex environments is his understanding of the importance that people play in achieving results.