Advancing project management in learning organizations

Author:

Bourne Lynda,Walker Derek H.T.

Abstract

Effective project managers are required to have both “hard” technical skills to help control the iron triangle of time, cost and functional scope as well as relationship management skills to work effectively with people and get the best out of them. This paper argues that project managers also need a third skill: we refer to it as tapping into the power lines. This is a skill beyond the management of schedules, budgets and milestones, beyond leading project teams or managing suppliers and users, and even beyond what is commonly regarded as managing a project's senior stakeholders. The hypothesis, based on data gathered from three case studies, is that there is a need for project managers to be skilled in managing at the third dimension in large organizations; to understand the need for, have the ability, and be willing, to “tap into the power grid” of influence that surrounds all projects, particularly in large organizations. Without third dimension skills, project managers and their organizations will find delivering successful project increasingly more difficult. The second part of this paper will discuss how project managers might achieve competence in managing the third dimension both through individual effort and with the support of the learning organization.

Publisher

Emerald

Subject

Organizational Behavior and Human Resource Management,Education

Reference50 articles.

1. Bhatt, G.D. (2002), “Management strategies for individual knowledge and organizational knowledge”, Journal of Knowledge Management, Vol. 6 No. 1, pp. 31‐9.

2. Block, R. (1983), The Politics of Projects, Yourden Press, Englewood Cliffs, NJ.

3. Boddy, D. and Buchanan, D. (1999), Take the Lead: Interpersonal Skills for Project Managers, Prentice Hall, New York, NY.

4. Bourne, L. and Walker, D.H.T. (2003), Tapping into the Power Lines – A 3rd Dimension of Project Management Beyond Leading and Managing, 17th World Congress on Project Management, Moscow.

5. Briner, W., Hastings, C. and Geddes, M. (1996), Project Leadership, Gower, Aldershot.

Cited by 47 articles. 订阅此论文施引文献 订阅此论文施引文献,注册后可以免费订阅5篇论文的施引文献,订阅后可以查看论文全部施引文献

1. Unlocking project success: The crucial role of interpersonal skills in project management;IOP Conference Series: Earth and Environmental Science;2024-08-01

2. Project success factors for leadership practices and communication: challenges in the construction sector;International Journal of Managing Projects in Business;2024-07-22

3. Project Management Maturity;Advances in Business Information Systems and Analytics;2024-01-16

4. The role of the project manager’s communication soft skills on risk management practices in Libyan oil & gas projects: The moderating role of experience;INTERNATIONAL CONFERENCE ON MATERIALS ENGINEERING AND MANUFACTURING SYSTEMS: ICMEMS2022;2023

5. Critical Project Management Knowledge and Skills for Managing Projects with Smart Technologies;Journal of Management in Engineering;2022-11

同舟云学术

1.学者识别学者识别

2.学术分析学术分析

3.人才评估人才评估

"同舟云学术"是以全球学者为主线,采集、加工和组织学术论文而形成的新型学术文献查询和分析系统,可以对全球学者进行文献检索和人才价值评估。用户可以通过关注某些学科领域的顶尖人物而持续追踪该领域的学科进展和研究前沿。经过近期的数据扩容,当前同舟云学术共收录了国内外主流学术期刊6万余种,收集的期刊论文及会议论文总量共计约1.5亿篇,并以每天添加12000余篇中外论文的速度递增。我们也可以为用户提供个性化、定制化的学者数据。欢迎来电咨询!咨询电话:010-8811{复制后删除}0370

www.globalauthorid.com

TOP

Copyright © 2019-2024 北京同舟云网络信息技术有限公司
京公网安备11010802033243号  京ICP备18003416号-3