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Project Manager : Project Manager Dec Jan 2012
www.aipm.com.au Project Manager 31 30 Project Manager References 1. ArCHIBAlD, russell D 2009. ‘ Five decades of modern project management: Where it came from – Where it’s going’. PM World today 2. AtKInSon, roger, lynn CrAWForD & Stephen WArD, 2006. ‘Fundamental uncertainties in projects and the scope of project management’. International Journal of Project Management 3. enGWAll Mats & Anna JerBrAnt 2003. ‘the resource allocation syndrome: the prime challenge of multi-project management?’ International Journal of Project Management 4. GAreIS, roland 2004. ‘ Management of the Project- oriented Company’. t he Wiley Guide to Managing Projects 5. JAAFArI, Ali 2003. ‘ Project management in the age of complexity and change’. Project Management Journal 6. MorrIS, Peter W G 1994. the Management of Projects. london, thomas telford 7. MorrIS, P W G, l CrAWForD, D HoDGSon, M M SHePHerD, J tHoMAS 2006. ‘exploring the role of formal bodies of knowledge in defining a profession – the case of project management’. International Journal of Project Management 8. oGC (oFFICe oF GoVernMent CoMMerCe) 2007. Managing Successful Programmes 9. SHenHAr Aaron J & Dov DVIr 2004. ‘How projects differ, and what to do about it’. t he Wiley Guide to Managing Projects 10. tUrner, J rodney 1993. the Handbook of Project-Based Management 11. WInter , Mark, Charles SMItH, Peter MorrIS & Svetlana CICMIl, 2006. ‘Directions for future research in project management: the main findings of a UK government-funded research network’ . International Journal of Project Management 12. yeo Kt 1993. ‘Systems thinking and project management – time to reunite’. International Journal of Project Management in the real world, such as those encountered in the conceptual stage of project definition, or those dealing with strategic planning issues, where the definition of clear objectives and formulation of viable objectives can itself be problematic.” Emphasis on scope/complexity There was a lot written about project complexity during the 2000s. The Australian Department of Defence made a public release of Version 2 of its Competency Standards for Complex Project Managers in 2006, while Jaafari developed a two-dimensional matrix project model with environmental and project complexity dimensions. There seems to be some way to go before various fragmented contributions on managing project complexity are brought together, but it was certainly an important topic of the 2000s. Finding finance The scale of public sector spending peaked in the 1980s, and a worldwide trend to reduce governments’ borrowing requirements emerged in the 2000s. This was certainly an element in the emergence of BOOT projects, which started in the 1980s, and are essentially an alternative way of financing infrastructure projects. These arrangements have grown substantially since. At another level, financing projects has always been a key issue with major projects. However, it has received little attention in general project management literature. It seems that this may be changing with the global financial crisis, although the full effects of this event in the project context cannot be confidently predicted. Uptake of professional standards Project manager certification proliferated in the 2000s, as did education and training programs to support such certification. For example, advanced project management degrees became even more widely available. The new AIPM Professional Competency Standards for Project Management were formally released on 7 July 2008. These form the basis of AIPM’s RegPM certification. The AIPM National Board considered it important that AIPM’s standards be maintained to current practices and reflects professional expectations. ••• • history «Risk, geneRally consideRed as a thReat to pRoject objectives, Receives faR moRe oveRt attention than the bRoadeR concept of unceRtainty in the tRaditional view of pRojects and theiR management»
Project Manager Oct Nov 2011
Project Manager Feb March 2012