An examination of the theory and practice of project management knowledge and its transferability in Western Australia

Acceptance and understanding of project management tends to be limited by project managers (PMs) who have a specific technical training and follow one or two major theories on project processes. Consequently, project managers may encounter difficulty in being ‘recognised’ by employers and moving fro...

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Bibliographic Details
Main Author:	O'Shea, Keith
Format:	Thesis
Language:	English
Published:	Curtin University 2008
Subjects:	project management knowledge technical training transferability Western Australia project managers theories on project processes
Online Access:	http://hdl.handle.net/20.500.11937/2230

id	curtin-20.500.11937-2230
recordtype	eprints
spelling	curtin-20.500.11937-22302017-02-20T06:38:33Z An examination of the theory and practice of project management knowledge and its transferability in Western Australia O'Shea, Keith project management knowledge technical training transferability Western Australia project managers theories on project processes Acceptance and understanding of project management tends to be limited by project managers (PMs) who have a specific technical training and follow one or two major theories on project processes. Consequently, project managers may encounter difficulty in being ‘recognised’ by employers and moving from one professional discipline to another. The current research examines knowledge areas applied ‘in the field’ by project managers (PMs), and provides them with knowledge about the constancy of application of project theories; further, a new model of what constitutes PM and enables flexibility for PMs is suggested. As there was little extant literature about PMs being able to transfer from one professional discipline to another, or to what degree different knowledge areas were applied, it was determined that exploratory research was appropriate. The results strongly indicate that organisations that rely on programs and projects to support the delivery of their strategic objectives will benefit from implementation of the project management revised hypothetical model (Figure 13). The model incorporates the nine knowledge areas of The Project Management Institute (USA) and six knowledge areas extracted from the PM methodology PRINCE2. Further, the additional focus of People Specific Management (PSM) at Level 3 of the revised hypothetical model (Figure 13) is recommended. Qualifications for PMs do make a difference! In addition to demonstrating the importance of PM qualifications to augment PM’s successful transfer across disciplines, further research is suggested regarding the need for training to be ‘compulsory’ and follow the developmental levels described in the up-to-date model developed during the research (Figure 13). 2008 Thesis http://hdl.handle.net/20.500.11937/2230 en Curtin University fulltext
repository_type	Digital Repository
institution_category	Local University
institution	Curtin University Malaysia
building	Curtin Institutional Repository
collection	Online Access
language	English
topic	project management knowledge technical training transferability Western Australia project managers theories on project processes
spellingShingle	project management knowledge technical training transferability Western Australia project managers theories on project processes O'Shea, Keith An examination of the theory and practice of project management knowledge and its transferability in Western Australia
description	Acceptance and understanding of project management tends to be limited by project managers (PMs) who have a specific technical training and follow one or two major theories on project processes. Consequently, project managers may encounter difficulty in being ‘recognised’ by employers and moving from one professional discipline to another. The current research examines knowledge areas applied ‘in the field’ by project managers (PMs), and provides them with knowledge about the constancy of application of project theories; further, a new model of what constitutes PM and enables flexibility for PMs is suggested. As there was little extant literature about PMs being able to transfer from one professional discipline to another, or to what degree different knowledge areas were applied, it was determined that exploratory research was appropriate. The results strongly indicate that organisations that rely on programs and projects to support the delivery of their strategic objectives will benefit from implementation of the project management revised hypothetical model (Figure 13). The model incorporates the nine knowledge areas of The Project Management Institute (USA) and six knowledge areas extracted from the PM methodology PRINCE2. Further, the additional focus of People Specific Management (PSM) at Level 3 of the revised hypothetical model (Figure 13) is recommended. Qualifications for PMs do make a difference! In addition to demonstrating the importance of PM qualifications to augment PM’s successful transfer across disciplines, further research is suggested regarding the need for training to be ‘compulsory’ and follow the developmental levels described in the up-to-date model developed during the research (Figure 13).
format	Thesis
author	O'Shea, Keith
author_facet	O'Shea, Keith
author_sort	O'Shea, Keith
title	An examination of the theory and practice of project management knowledge and its transferability in Western Australia
title_short	An examination of the theory and practice of project management knowledge and its transferability in Western Australia
title_full	An examination of the theory and practice of project management knowledge and its transferability in Western Australia
title_fullStr	An examination of the theory and practice of project management knowledge and its transferability in Western Australia
title_full_unstemmed	An examination of the theory and practice of project management knowledge and its transferability in Western Australia
title_sort	examination of the theory and practice of project management knowledge and its transferability in western australia
publisher	Curtin University
publishDate	2008
url	http://hdl.handle.net/20.500.11937/2230
first_indexed	2018-09-06T17:32:20Z
last_indexed	2018-09-06T17:32:20Z
_version_	1610880270843510784

An examination of the theory and practice of project management knowledge and its transferability in Western Australia

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