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PM Select January 2006 |
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Issue 1 - 2006
Welcome to the January 2006 PM Select - a selection of the latest articles from across the international project management literature, to keep you up-to-date with the newest research in the profession...
This months' issue contains 6 more topical papers from a variety of sources, and a link to a PMForum editorial of interest.
Subjects this month cover: - evaluation of partnership development in the construction industry - development of experiential skills based assessment for implementation of public sector projects - Using change management to acheive business benefits - Project Delivery Strategy - Building Innovative Projects through Relationship Contracting - Moving from Corporate Strategy to Project Strategy .
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Doc Number: 01/06 - 1
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Title: An evaluation of partnership development in the construction industry
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Author/s: Beach, R.; Webster, M.; Campbell, K.M.
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Citation: International Journal of Project Management v.23(8) (2005) p.611-621
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Abstract: Improving the effectiveness of projects, particularly in construction, is of interest and concern to practitioners and academics alike. To this end, the use of partnering, now commonplace in a variety of industry sectors has been encouraged in the UK construction industry. However, in many respects project environments represent the antithesis of current thinking in partnership development and an unusual and difficult application, particularly at the lower levels in the supply chain. This paper, therefore, is concerned with evaluating the progress the UK construction industry has made in its adoption of partnering, how it is likely to develop in the future and what the implications might be for the industry's suppliers. The partnering experiences of Main Contractors with Main Subcontractors for structural steel products are examined and a conceptual framework of the success factors presented and discussed. Critically, clients and not suppliers were found to be major barriers to the industry's adoption of partnering.
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Doc Number: 01/06 - 2
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Title: Public spirit of close cooperation
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Author/s: Johnson, Peter
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Citation: Project, v.18(6), p.24-25.
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Abstract: Short article discussing the development of experiential skills based assessment for implementation of public sector projects in the UK.
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Doc Number: 01/06 - 3
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Title: Using change management to acheive business benefits
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Author/s: Owens, Steve; Owens, Susan.
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Citation: Project Management Australia Conference 2005. Proceedings cdrom.
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Abstract: ''Projects are used as the vehicle for implementing changes to an Agency/organisation. Projects are all about transformation and are intended to create change of one kind or another, no matter how small or large.'' Tasmanian State Government (2005) What do the words ''Change Management'' mean to Project Managers? Many will think of scope management or software programming management. Just as Project Managers need to ''manage changes to their scope'' they also need to ''manage the organisational changes'' required for the business benefits of their project to be achieved.
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Doc Number: 01/06 - 4
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Title: Which Project Delivery Strategy Is For You?
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Author/s: Cowan, Bradley; Lawrence, Brett
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Citation: Project Management Australia Conference 2005. Proceedings cdrom.
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Abstract: Project Procurement was simple in the old days, just design then construct or design and construct. The only other decision we had to make was which form of contract conditions to use. Why does it now seem so complicated? This paper explores the changed conditions now and in the immediate future that have meant project procurement is no longer an administration task but has become a strategic project decision. The features of project delivery are often: • excessively short time frames, • objectives that can only be met through innovation, • unrealistic budgets, and • shortage of skill resources in the business and the region. We will explore from client and project manager perspectives the range of options available such as Construct to Design, Design and Construct, Engineering Procurement and Construction Management, Managing Contractor, Design Build and Operate, Build Own Operate and Transfer, Partnering, Alliances and Program Management. We will also explore a process for choosing a procurement strategy and share our experiences and choices on large and small recent projects.
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Doc Number: 01/06 - 5
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Title: Building Innovative Projects through Relationship Contracting
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Author/s: Stewart, David; Herriman, Ros
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Citation: Project Management Australia Conference 2005. Proceedings cdrom.
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Abstract: Conventional approaches to project delivery generally do not have the flexibility needed to work through the level of risks and project complexity we see in today's infrastructure projects. Uncertainty associated with infrastructure development, environmental and workplace health and safety regulations as well as community concern and varied economic conditions add a great deal of complexity in delivering major projects. Chances are something unexpected will occur during the development of projects and the commercial arrangements and relationships developed in traditional contracts have a way of binding both the contractor and the client to conditions that often limit their options to achieve innovative solutions. Unfortunately these conditions also do not weather change well and as such costs end up increasing, outcomes are not achieved and too often a lot of energy is wasted in achieving suboptimal project outcomes.
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Doc Number: 01/06 - 6
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Title: Moving from Corporate Strategy to Project Strategy
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Author/s: Morris, Peter; Jamieson, Ashley.
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Citation: Project Management Journal, v.36(4), p.5-18
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Abstract: Corporate strategy is one of the most actively researched and taught subjects in business today. Projects and project management are often quoted as important means of implementing strategy, but there is some confusion in the literature on how this happens and, in any case, the topic has not been the subject of detailed review. This paper reports on research funded by PMI, industry and academia that addredded the way corporate strategy is developed and implemented via the management of portfolios, programs and projects. It does so by detailing the key findings from four case studies, together with data from a survey of PMI members.
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Doc Number: 01/06 - 7
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Title: Who are the true leaders in Project Management?
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Author/s: Woodward, Hugh
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Citation: http://www.pmforum.org/editorials/2005/2005_1112.htm
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Abstract: Considers major contributors to Project Management.
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