Mapping Best and Emerging Practices of Project Management
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Presentation at the Nordic Academy of Management in Reykjavik 23. August 2013
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Mapping Best and Emerging Practices of Project Management
- 1. Christian Thuesen1 Charlotte Aaris Boas1 Michael V. Thorslund1 François Marmier2 Sara Grex1 Søren Lybecker1 1Technical University of Denmark 21 DTU University, Mines TolouseManagement Engineering,Albi-Carmaux The Technical University of Danmark PM@DTU Sachabada.com: Mamika
- 2. The typical image of project managers 2 DTU Management Engineering, The Technical University of Danmark PM@DTU Marvel
- 3. A more realistic image of project management practices 3 DTU Management Engineering, The Technical University of Danmark PM@DTU Warner Bros
- 4. Ambition • To study the connection between Best and Emergent practices of project management… • …by developing an approach for studying and analysing practices of project management based on deconstruction and network visualization 4 DTU Management Engineering, The Technical University of Danmark PM@DTU
- 5. How might we understand PM Best practices analysis and association Concepts in project work abstraction Emerging practices 5 DTU Management Engineering, The Technical University of Danmark Inspired by Hatch & Cunliffe (2006) PM@DTU
- 6. Visual analysis using Network mapping • As practices (especially emergent) are highly complex phenomena it can be difficult to create an overview of the material. Therefore a visual analysis is chosen to lay out the elements of the account of practices to obtain an overview of the main elements. • The network consists of nodes (elements/concepts) and edges (connections.) • The largest node is not necessarily the most important element, but the number of edges indicates the centrality of the concept/element at in the practices. • The visual presentation is made in a network analysis by Gephi (www.gephi.org). – is an interactive visualization and exploration platform for all kinds of networks and complex systems, dynamic and hierarchical graphs. – can handle large networks (i.e. over 20.000 nodes) it demands almost no computer power. (For more info visit “gephi.org”) – Is an open source project developed and distributed under GNU General Public License 6 DTU Management Engineering, The Technical University of Danmark PM@DTU
- 7. Best practices PMI America IPMA European Prince 2 English 7 DTU Management Engineering, The Technical University of Danmark ISO 21500 International PM@DTU
- 9. Emerging practices •Empirical material from a workshop on deconstructing project management practices •18 participating project managers (research institutions, creative and cultural intuitions, consultancies, construction companies, architects, transport organization, municipalities and governmental organizations…) •Different levels of experience •Process – Individual brainstorm on the most important tools and strategies – Collective organizing process identification of central concepts 9 DTU Management Engineering, The Technical University of Danmark PM@DTU
- 10. Emerging practice Hard concepts 10 DTU Management Engineering, The Technical University of Danmark soft concepts PM@DTU
- 11. Juxtaposing best and emerging practices 11 DTU Management Engineering, The Technical University of Danmark PM@DTU
- 12. Explaining discrepancies between Best and Emerging practices. Institutionalized influences Best practices Context Learning processes 12 DTU Management Engineering, The Technical University of Danmark Inspired by ChristensenPM@DTU & Kreiner
- 13. The role and relevance of best practices •Best practices is inherently and modern idea – omitting the role of context. For good reasons since the context here was stable, well-known and thereby un-influential and irrelevant •Today project managers are faced with a substantial amount of uncertainty, complexity and ambiguity => Context is king. •Can we reduce the soft tools/concepts as a contextual bias to the best practices? •Is there a special Scandinavian variant of project management? 13 DTU Management Engineering, The Technical University of Danmark PM@DTU
- 14. Perspectives on network visualization • It is possible to visualize and analyze emergent and best practices of project management. • Enabling – close examinations of central project management concepts and their mutual relations – identification of similarities and differences. – identification of new areas of research, mapping current and past research. • Other applications of Gephi: – Social network analysis – Dynamic maps of organizational development – Mapping controversies 14 DTU Management Engineering, The Technical University of Danmark PM@DTU
- 15. 15 DTU Management Engineering, The Technical University of Danmark PM@DTU Sachabada.com: Mamika
Editor's Notes
- The ISO 21500 map consists of 21 nodes and 64 edges, each node representing a key concept or process of project managementThe largest node in the network is Deliverables with 13 edges in total. The second two largest nodes in the network are Planning and Communication with 10 edges each. This indicates that a project manager firstly has to have a strong focus on the Deliverables of the project and good competencies in the fields of Planning and Communication. While Planning is being a more technical competency Communication might be interpreted as a more behavioural or personal competency. The fourth and fifth largest nodes with each 9 edges are Controlling and Business Case which are more technical and contextual. The sixth largest node with 8 edges are Implementing and the seventh-ninth largest nodes with each 7 edges are Integration, Opportunities and Organisational Strategy. In other words the ISO 21500 has a broad view on project management.
- The network consists of 202 nodes and 351 edges.The initial analysis of the network shows that the central categories in the map are Communication, Planning, Tools and Work environment where the Communication is exactly in the middle of the network. This category has the strongest relation to the Post-it’s in the network. The next categories Resources, Organization, Learning, Leadership, Processes and Goals are also very close to the core categories while the categories of Quality, Risk, Flexibility and Stakeholders are situated further out. An interesting observation is that Learning and Work environment are highly related, as well as the Goals and Processes. The picture shows that the largest node in the network is Communication with 58 edges, meaning that the 18 project managers spends most their time dealing with Communication in one way or the other. The second largest node with 43 edges is Planning and the third largest is Tools with 35 edges. The fact that these two concepts ranks this high on the network could suggest that the source of the network – the group of project managers – includes a certain number of inexperienced or semi-experienced project managers as they tend to have planning and formal tools as core element in their practice. Work environment covers the nursing of the project team. Examples could be; remember to bring cake to group meetings or buying ice on a particular hot day where the project team is forced to work late. It could also be to make sure, that one is able to leave early on the day of his daughters dance recital. A good Work environment suggests that people will dedicate them to the project objectives. Top 10: Communication 58, Planning 43, Tools 35, Work environment 33, Leadership 26, Organization 24, Processes 23, Resources 20, Goals 17, Learning 16