The emergent realities of project praxis in socially complex project environments

Small, Jocelyn Penny; Walker, Derek H.T.

doi:10.1108/17538371011014071

Cited by 13 publications

(9 citation statements)

References 244 publications

(777 reference statements)

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“…SSM and rich pictures in particular are now standard action research methods having been used extensively in a range of settings since being developed by Checkland several decades ago. More recently, it has been used to unearth previously hidden cultural aspects of team interaction in investigating a change management project in the Middle East (Small, 2009) and change management in Australia (Sankaran et al, 2009), for studying innovation diffusion and application (Maqsood, 2006) in Australia, for developing competence profiles in human resource management (HRM) in New Zealand (Brocklesby, 1995), studying relationships between project managers and their sponsor in South Africa (Sewchurran and Barron, 2008) and of course widely being used in the UK for studying the application of policy and the hospital sector (Winter, 2009). This takes rich pictures out of the realm of being an exotic and poorly understood research approach to one that is accepted, where its limitations and strengths are now well understood.…”

Section: Research Methodology In Generalmentioning

confidence: 99%

Stakeholder voices through rich pictures

Walker

Steinfort

Maqsood

2014

International Journal of Managing Projects in Business

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Purpose – The purpose of this paper is to illustrate, through an example taken from a recent research project, how rich pictures could be used to more effectively evaluate the delivery of projects. It has as its focus a detailed account of the process of identifying, interviewing and co-developing rich pictures with research respondents. Design/methodology/approach – The paper reports on research that undertook a soft systems methodology (SSM) combined with an action learning approach. Findings – The authors provided, one of eight rich pictures developed as part of a PhD study that used rich pictures as part of wider SSM study into understanding project management best practice. Key findings pertaining to this paper are summarised as follows: rich pictures provide a sound and holistic means to capture context, meaning and impact of situations that are often very difficult to document; use of the more use of artistic and cultural flow of colour, diagrams and symbols in the rich pictures presented a significantly improved resolution of such intangible aspects on a physical artefact such as a picture simply because colour, flow, models and symbols can act as suitable proxy to understanding and resolution; and researcher needs to have an open mind and be rigorous in questioning and interacting with interviewees. Research limitations/implications – This was based on one study only and serves to illustrate the value of an approach rather than a template to be generally used. Practical implications – This provides practical “how to” guidance on developing rich pictures within a SSM research approach. Social implications – The paper illustrates how to portray participants in a particularly sensitive case resulting from a natural disaster. This approach may help people to better express their experiences and to give them a clearer voice in telling their story. Originality/value – The major new contribution that the paper stress this paper makes is one of not only demonstrating that rich picture development is a powerful sensemaking tool but the paper also illustrates how it can be implemented and the authors demonstrated how it allows stakeholders to have a strong and influential voice in project conception and delivery. In reflecting on the use of this tool the paper suggests that it can be effectively applied or adapted for use in a range of disaster recovery situations and even wider in the resolution of purposeful programme development for all range of challenging projects.

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Section: Research Methodology In Generalmentioning

confidence: 99%

Stakeholder voices through rich pictures

Walker

Steinfort

Maqsood

2014

International Journal of Managing Projects in Business

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“…In complex projects, with a multitude of stakeholders, the project manager needs to know who the most influential stakeholders are [32]. Project stakeholders with very different world views contribute to the complexity due to differences and diversity in the social-political cultural environment [33]. On the basis of their research, among other things, Karlsen [34] advised project managers to pay more attention to stakeholders.…”

Section: Reducing Risks In Energy Innovation Projectsmentioning

confidence: 99%

Reducing Risks in Energy Innovation Projects: Complexity Theory Perspective

Mihić

Dodevska²,

Todorović

et al. 2018

Sustainability

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The aim of this paper is to contribute to existing work on project risk management, and energy innovation projects, using the lens of complexity theory. By regarding energy innovation projects as complex adaptive systems, and linking complexity theory elements to the possibilities for reducing risks of energy innovation projects, the authors conducted empirical research on a representative sample of 100 subjects. The authors used a questionnaire that was formed on the basis of a previously designed research model, which unifies several different management fields, and a large number of phenomena previously studied independently. Therefore, it has a holistic approach to the topic. The results of this research suggest that considering the elements of complexity theory had a positive impact on reducing risks in energy innovation projects, in all analyzed aspects including specific, operational, and especially regarding social and behavioral aspects. This paper strives to support and encourage better results in energy innovation projects by reducing their risks, and hopes to bring additional value by introducing a new risk philosophy, based on complexity theory. Lessons learnt regarding each issue of this research are points of concern for project managers.

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“…Modern thoughts on project management tend to be more process oriented, thus promoting, in fact, a kind of work-in-progress. For instance, Small and Walker (2009) see project praxis as a social process, which underlines the dynamic character of projects, while in their study on a manufacturing project company, Cicmil and Gaggiotti ponder over the meaning of deadlines. This similarity is rooted, on the one hand, in the ontological status of theatre, which is always in the state of developing or becoming something and not just being something, and, on the other hand, in the fact that, as mentioned before, the rigidity of the 638 IJMPB 8,4 iron triangle is nowadays rejected also in for-profit environment.…”

Section: Refreshing Ideas For Project Managementmentioning

confidence: 99%

Unspread wings

Ćwikła

Jałocha

2015

International Journal of Managing Projects in Business

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Purpose – The purpose of this paper is to show the potential of cultural projects which could become a source of inspiration in terms of refreshing and adjusting traditional project management to modern times and making it more flexible. However, as research indicates, this potential is limited by cultural policies forcing artists and cultural managers to implement project-related techniques which have been already identified as inefficient and faulty in the progressive discourses on project management, mainly in the for-profit area. Design/methodology/approach – The analysis is based on three case studies of Polish and Polish-German theatrical co-productions. The research was conducted in Poland and Germany in 2012-2014. It involved 21 individual in-depth interviews with artists, managers and administrative staff working on projects as well as an analysis of project documentation. Findings – It has been found that project management could draw a lot of inspiration from cultural projects in terms of, e.g. the processual nature of activities, motivating project teams and inclusive leadership. Based on the research, the authors also argue that it is worth considering spectators/other stakeholders as part of project teams, which will help build a non-oppressive social mechanism of control. Originality/value – Advantages of replacing the just-in-time approach to project management with the work-in-progress approach; increased motivation and commitment of project teams to their work; building a unique team spirit; inclusive leadership based on passion.

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The emergent realities of project praxis in socially complex project environments

Cited by 13 publications

References 244 publications

Stakeholder voices through rich pictures

Stakeholder voices through rich pictures

Reducing Risks in Energy Innovation Projects: Complexity Theory Perspective

Unspread wings

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