Exploring program management competences for various program types

Miterev, Maxim; Engwall, Mats; Jerbrant, Anna

doi:10.1016/j.ijproman.2015.07.006

Cited by 46 publications

(33 citation statements)

References 31 publications

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“…Human skills in the program management are also disclosed by Miterev, Engwall and Jebrant (2016). Miterev, Engwall and Jebrant (2016) undertook an ethnographic study (observation, interviews and document analysis) of 10 programs within a single case study organisation.…”

Section: Human Skills In Project Managing Through the Practice-turn Lensmentioning

confidence: 99%

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The praxis of ‘alignment seeking’ in project work

Hoorn

Whitty

2017

International Journal of Project Management

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Alignment seeking is the process of reaching agreement on what needs to be done and on the process that should be followed to complete the activity. This empirical study extends the scope of the current project-as-practice literature by providing descriptions of how project managers actually achieve alignment. Photographs taken by the research participants are used to trigger discussion in semi-structured interviews that explore the praxis of alignment seeking in project work. The practices found to enable alignment seeking include: creating a vision; storytelling; seeding ideas; identifying and using personal drivers, and appealing to stakeholders and team members' sense of a 'higher good'. This paper highlights how alignment seeking can be achieved 'in practice' by project managers.

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Section: Human Skills In Project Managing Through the Practice-turn Lensmentioning

confidence: 99%

“…Miterev, Engwall and Jebrant (2016) undertook an ethnographic study (observation, interviews and document analysis) of 10 programs within a single case study organisation.…”

Section: Human Skills In Project Managing Through the Practice-turn Lensmentioning

confidence: 99%

The praxis of ‘alignment seeking’ in project work

Hoorn

Whitty

2017

International Journal of Project Management

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“…For instance, Rijke et al (2014) analyzed the effectiveness and performance of program management through case studies to conclude that a change program can adapt to the environment much better, and can achieve higher performance. Besides, Miterev et al (2016) also claimed that "one-size-fits-all" approach to project management is not applicable in program management through identifying various management capabilities required for different types of programs.…”

Section: Program Managementmentioning

confidence: 99%

A Systematic Approach to Effective Conflict Management for Program

Wang

2020

SAGE Open

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Due to the complex structure and stakeholder relationships within a program, the management of conflicts in program therein proves more challenging than with a single project. The internal conflict of a program affects the performance of the program team and the success of the program. The previous researches focus more on the project level rather than program level, and lack a systematic analysis of management mechanism of team conflict. This research contributes to the program conflict literature by investigating the unique nature and solutions of conflict within program team, taking a systematic and innovative view on the organizational structure of a complex construction program. The findings reveal unique program conflict and their causes and impacts, and suggest the principles and alternative resolution strategies for conflict in program. The different roles of stakeholders in program conflict are analyzed by social network method. A program conflict management model is developed for the effective management of program conflicts. The model provides a systematic view of the learning cycle of program conflict management, including conflict identification, resolution, feedback, and prevention, of which many patterns are found distinct from project conflict management. The research results can benefit practitioners and researchers in better understanding and minimizing program conflict.

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“…El reconocimiento de las ideas creativas de los empleados es un motivador intrínseco que opera como soporte de la creatividad, y según Amabile (1997) la motivación intrínseca prevalece sobre las motivaciones extrínsecas, por ende, los sistemas de recompensa y retroalimentación sobre el trabajo promueven un entorno organizacional donde se reconocen las competencias y logros de los empleados, un aumento de la autonomía de trabajo, y mayores oportunidades de crecimiento profesional. En este punto, juega un rol importante el área de recursos humanos (Alegre y Lapiedra, 2005;Miterev et al, 2016). Con base en lo expuesto se plantea la cuarta y última hipótesis de investigación.…”

Section: Gestión De Las Competencias Individuales De Los Empleadosunclassified

Incidencia de las Prácticas de Gestión del Conocimiento sobre la Creatividad Organizacional

2018

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) . * Autor a quien debe dirigirse la correspondencia.Recibido May. 17, 2017; Aceptado Jul. 20, 2017; Versión final Oct. 25, 2017, Publicado Feb. 2018 Resumen El presente artículo estudia la manera como el conocimiento puede ser gestionado dentro de las organizaciones para promover la generación de ideas nuevas y útiles. El objetivo del artículo es evidenciar las prácticas concretas de gestión del conocimiento que tienen incidencia sobre la creatividad organizacional. En lo metodológico se utilizaron ecuaciones estructurales por el método mínimos cuadrados parciales y el análisis bootstrap-percentil para probar la existencia de la mediación en una muestra de 160 empresas. Se encontró que las prácticas de aprendizaje continuo y la gestión de las competencias individuales de los empleados, tienen incidencia significativa sobre la creatividad, considerada una fuente de ventaja competitiva y un elemento indispensable para la supervivencia de las organizaciones. Por lo tanto, se reconoce que la puesta en marcha de prácticas de gestión del conocimiento fomenta el ambiente organizacional, proporciona recursos, y desarrolla procesos que promueven la creatividad organizacional y facilitan el proceso de innovación. Palabras clave: conocimiento organizacional, gestión del conocimiento, creatividad organizacional, aprendizaje continuo, gestión de competencias Impact of Knowledge Management Practices on Organizational Creativity AbstractThis paper studies how knowledge can be managed within the organizations to promote the generation of new and useful ideas. The aim of the paper is to show specific knowledge management practices that have impact on organizational creativity. Structural equations by the partial least squares method and bootstrappercentile analysis to test the existence of mediation in a sample of 160 companies were used. It was found that continuous learning practices and management of individual skills of employees have significant impact on creativity, considered a source of competitive advantage and an indispensable element for the survival of organizations. Therefore, it was recognized that startup of knowledge management practices promotes an organizational environment, provides resources, and develops processes that promote organizational creativity and facilitate the process of innovation.

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Exploring program management competences for various program types

Cited by 46 publications

References 31 publications

The praxis of ‘alignment seeking’ in project work

The praxis of ‘alignment seeking’ in project work

A Systematic Approach to Effective Conflict Management for Program

Incidencia de las Prácticas de Gestión del Conocimiento sobre la Creatividad Organizacional

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