A1 Refereed original research article in a scientific journal
Revisiting the project management knowledge framework: Rebalancing the framework to include transformation projects
Authors: Jonghyuk Cha, Mike Newman, Graham Winch
Publisher: Emerald
Publication year: 2018
Journal: International Journal of Managing Projects in Business
Journal name in source: INTERNATIONAL JOURNAL OF MANAGING PROJECTS IN BUSINESS
Journal acronym: INT J MANAG PROJ BUS
Volume: 11
Issue: 4
First page : 1026
Last page: 1043
Number of pages: 18
ISSN: 1753-8378
eISSN: 1753-8386
DOI: https://doi.org/10.1108/IJMPB-11-2017-0147
Abstract
Purpose This paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.
Design/methodology/approach As a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner's and the project supplier's capabilities.
FindingsA new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris' Management of Projects framework by employing the conceptual lens of Winch's Three Domains of Project Organising model.
Originality/valueThe advanced model emphasises the necessity of distinguishing a project owner's and a supplier's PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.
Purpose This paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.
Design/methodology/approach As a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner's and the project supplier's capabilities.
FindingsA new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris' Management of Projects framework by employing the conceptual lens of Winch's Three Domains of Project Organising model.
Originality/valueThe advanced model emphasises the necessity of distinguishing a project owner's and a supplier's PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.
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