1 / 24

PMnetwork Excellence in Teaching and Learning for Project Management Edinburgh 08

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

nike
Download Presentation

PMnetwork Excellence in Teaching and Learning for Project Management Edinburgh 08

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. PMnetworkExcellence in Teaching and Learning for Project ManagementEdinburgh 08 Roger Atkinson

  2. PMnetwork Background 3 Conferences – Time, Reflections, Rhythm IJPM 26(3) 2008 Bid to BMAF The Team

  3. PMnetwork Objectives of the PMnetwork Identify participants Do something … e.g. Create an External Examiners Group Distribute that something

  4. PMnetwork Activities to date: Lancaster University 7th Apr 08 Emergent ideas/outputs: Create a Guest Lecture Group Vienna in May Pmnetwork.org.uk

  5. PMnetwork.org.ukBuilding the Web Presence Steve Barron

  6. 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

  7. PMnetwork.org.uk Capture Information: Who Are We? 31 Institutions at W1 External Examiner Community Guest Speaker Database PM Courses Database Bournemouth University Conferences

  8. PMnetwork.org.uk Capture Information: Wiki – examples of excellence in teaching and learning Wikispaces (has keywords) PBwiki

  9. Educating Professional Project Managers Denise Bower & Miles Shepherd

  10. 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?

  11. 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

  12. 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

  13. 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

  14. 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)

  15. 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

  16. 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 .

  17. 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

  18. Exploring the Actuality of Complex Projects – to improve practitioner development Miles Shepherd & Roger Atkinson

  19. 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

  20. Project Performance Theory Application Underlying Theory Adequate or well developed Inadequate or incomplete Poorly Applied Poorly Taught Poorly Learned Problematic Projects Well Applied

  21. Changing Emphasis

  22. 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

  23. Secondary Data Research Design PM Literature Pedagogical Literature Synthesis Primary Data Actuality of Projects Review of Results Actuality of Learning

  24. 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

More Related