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PMnetwork Excellence in Teaching and Learning for Project Management Edinburgh 08 . Roger Atkinson. PMnetwork. Background 3 Conferences – Time, Reflections, Rhythm IJPM 26(3) 2008 Bid to BMAF The Team. PMnetwork. Objectives of the PMnetwork Identify participants

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pmnetwork excellence in teaching and learning for project management edinburgh 08

PMnetworkExcellence in Teaching and Learning for Project ManagementEdinburgh 08

Roger Atkinson

pmnetwork
PMnetwork

Background

3 Conferences – Time, Reflections, Rhythm

IJPM 26(3) 2008

Bid to BMAF

The Team

pmnetwork3
PMnetwork

Objectives of the PMnetwork

Identify participants

Do something … e.g. Create an External Examiners Group

Distribute that something

pmnetwork4
PMnetwork

Activities to date:

Lancaster University 7th Apr 08

Emergent ideas/outputs:

Create a Guest Lecture Group

Vienna in May

Pmnetwork.org.uk

pmnetwork org uk
PMnetwork.org.uk

Evolving Purpose of the site:

1. A presence to attract a community

2. Promote the 1st Workshop

3. Communicate Outcomes from W1

4. Broaden the Purpose: Capture Information and Support the Community

pmnetwork org uk7
PMnetwork.org.uk

Capture Information:

Who Are We? 31 Institutions at W1

External Examiner Community

Guest Speaker Database

PM Courses Database

Bournemouth University Conferences

pmnetwork org uk8
PMnetwork.org.uk

Capture Information:

Wiki – examples of excellence in teaching and learning

Wikispaces (has keywords)

PBwiki

educating professional project managers

Educating Professional Project Managers

Denise Bower & Miles Shepherd

some questions for he
Some questions for HE…
  • Is project management a profession?
  • Can project management develop into a profession?
  • What are the implications of profession for HE institutions?
    • adherence to a recognised body of knowledge?
    • accreditation of HE courses by professional bodies?
  • Can HE courses produce professional project managers?
is project management a profession
Is Project Management a Profession?
  • In sociological studies of professions and professionalism, there is no mention of project management.
  • Under most definitions of profession, project management does not qualify (Zwerman and Thomas 2001).
  • Many countries do not even recognise PM as an occupation
can pm develop into a profession
Can PM Develop into a Profession?
  • Project Management Institute (PMI) mission is ‘to further the professionalization of project management’.
  • APM pursuit of a Royal Charter.
  • General implications:
    • barriers to entry
    • market closure
    • lack of effectively from either major users or from government
taught programmes and boks
Taught Programmes and BoKs?
  • Professional societies recognise importance of knowledge.
  • Traditional professions have unique ‘body of knowledge’:
    • Extensive range of publications
    • Segmented
    • Not ‘owned’ by segments of the societies
  • Professional knowledge includes what is known but not recorded (body of tacit knowledge in any profession)
  • Mastery of this body of knowledge critical
he and boks
HE and BoKs?
  • PMAs have defined their own ‘Bodies of Knowledge’ (BoK) and claim ownership
  • Current BOKs seen as narrow and opinion based (lack of formal research)
  • Purpose undeclared (Certification base or guides for practitioners.
  • Many university courses are based closely on BoKs and this too is a cause for concern (Winter and Thomas 2004)
accreditation by pmas
Accreditation by PMAs?
  • Linked to BoK issues
  • US domination of ‘profession’ via PMI (260,000 members in 171 countries)
  • Lack of ‘academic’ credibility
  • Poor course design
professional closure
Professional Closure
  • PMI aim ‘to further the professionalization of project management’ is clearly seeking formal recognition as a profession.
  • International Project Management Association (IPMA) aim ‘the enhancement in Project Management and the advancement of Project Management as a profession.
  • Largest IPMA member association, Association for Project Management (APM), is seeking a Royal Charter .
can he courses produce professional project managers
Can HE Courses Produce Professional Project Managers?

Answer must be a resounding ‘NO!’

But this is not our role

However, there is a place for us alongside the Professional Societies

exploring the actuality of complex projects t o improve practitioner development

Exploring the Actuality of Complex Projects – to improve practitioner development

Miles Shepherd & Roger Atkinson

problematic projects
Problematic Projects
  • Well articulated literature of sub-optimal project performance
  • Crosses all disciplines, from engineering through Information Technology to Social Sciences and society as a whole
  • Wasted resources cannot be tolerated, particularly in the public sector
problematic projects20

Project Performance

Theory Application

Underlying Theory

Adequate or well developed

Inadequate or incomplete

Poorly Applied

Poorly Taught

Poorly Learned

Problematic Projects

Well Applied

actuality
Actuality
  • A participative cooperative enquiry based on a range of atypical events and activities experienced by actors in context
  • Allows holistic and shared understanding of practice
  • Encourages…a multiple perspectives approach
  • Requires a conscious effort to understand the relationship between actor and structure in context
research design

Secondary Data

Research Design

PM Literature

Pedagogical Literature

Synthesis

Primary Data

Actuality of Projects

Review of Results

Actuality of

Learning

actuality of learning
Actuality of Learning

Outcomes expected to discuss:

Levels (undergraduate vs postgraduate)

Content (possible curricular content)

Professional arguments

Pedagogic possibilities:

Rhythms (speed, cadence and syncopation)

Approaches