دستور العمل هایی برای تحقیقات آینده در مدیریت پروژه : یافته های اصلی از شبکه تحقیقاتی دولتی بریتانیا
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|3110||2006||11 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 24, Issue 8, November 2006, Pages 638–649
In 2003 the UK’s Engineering and Physical Sciences Research Council (EPSRC) agreed to fund a research network – Rethinking Project Management – to define a research agenda aimed at enriching and extending the subject of project management beyond its current conceptual foundations. The main argument for the proposed Network highlighted the growing critiques of project management theory and the need for new research in relation to the developing practice. Being the first paper of this Special Issue, this paper presents the Network’s main findings: a framework of five directions aimed at developing the field intellectually in the following areas: project complexity, social process, value creation, project conceptualisation, and practitioner development. These areas are based on a comprehensive analysis of all the research material produced over a 2-year period and represent the dominant pattern of ideas to emerge from the Network as a whole. They are not meant to be the agenda for future research, but an agenda to inform and stimulate current and future research activity in developing the field of project management. Methodologically, the five research directions represent a synthesis of ideas for how the current conceptual base needs to develop in relation to the developing world of practice. As well as presenting the main findings, the paper also presents a practical research framework aimed at researchers working in the field. The intended audience for the paper is the project management research community, and also researchers in other management areas for whom the Network’s findings might be of interest.
One of the most important organisational developments in recent years has been the significant growth in project work across different sectors and industries. Academic research in the UK  confirms this trend, which looks set to continue with increasing numbers of new developments and new initiatives being pursued through projects and programmes. Recent industry reports, e.g.  also highlight the growing adoption of project management standards and practices across large numbers of organisations, including the creation of project management centres of excellence within UK government departments . No longer just a sub-discipline of engineering, the management of projects – including programme management and portfolio management – is now the dominant model in many organisations for strategy implementation, business transformation, continuous improvement and new product development. Similarly, in areas such as infrastructure renewal, urban regeneration and community development, project management practices are becoming increasingly important, as more and more work is organised through projects and programmes . Despite these developments in practice, however, the current conceptual base of project management continues to attract criticism for its lack of relevance to practice , , , , , , , , , , , , , , ,  and  and, consequently, to improved performance of projects across different industrial sectors. It was against this background in 2003 that the UK’s Engineering and Physical Sciences Research Council (EPSRC) agreed to fund a new research network called Rethinking Project Management: Developing a New Research Agenda between 2004 and 2006. The Network proposal highlighted many of the growing critiques of project management concepts, and the increasing calls for new perspectives from other related disciplines in the social sciences, e.g. . In summary, the main argument was not that the extant project management body of thought with its concepts, methodologies and tools is worthless and should be abandoned, but rather that a new research network was needed to enrich and extend the field beyond its current intellectual foundations, and connect it more closely to the challenges of contemporary project management practice.
نتیجه گیری انگلیسی
It was stated earlier that the field of project management does seem to be intellectually alive, as judged by the number of research and practitioner conferences for example. The Rethinking Project Management Network also attests to this fact, with its large and active membership of academics and practitioners, many of whom have contributed to the papers in this Special Issue. As the opening paper of this Special Issue, this paper has presented the main findings, a framework of five directions in which the field needs to develop intellectually beyond its current conceptual base. These directions are not meant to be the agenda for future research, but an agenda to inform people already working in the field, and those interested in developing new research in project management. Collectively, the five directions in Table 2 represent a synthesis of ideas for how the discipline needs to develop in relation to the developing world of practice. Finally to end, the whole methodological approach to the Network is also relevant to how the field needs to develop, and this is the subject of the next paper.