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Project Manager : Project Manager Feb Mar 2013
www.aipm.com.au Project Manager 41 communication and HR. This perspective also examines projects as temporary organisations, so explores how projects are str uctured and how work is organised. 5The success school is suggests that projects be designed to achieve a business outcome and that unless such an outcome is achieved then the project is for naught. e focus of this school is on defning project success and identifying factors that result in either project success or failure. 6The decision school Exploring the decision-making associated with project approval and termination; and taking into account the political, cultural and economic circumstances, this school also examines how to make better decisions through the efective use of information and supporting systems. Bredillet suggests that this school is expanding to examine the issue of alignment and how projects, programs and portfolios ft within organisational strategy. 7The process school is school focuses on de ning a structured roadmap or recipe to be followed for each project, believing that starting with a vision or objective and then following the de ned series of steps in a systematic way can turn a goal into a reality. Development of project management methodologies and frameworks sits in this school, as do maturity models and benchmarking. 8The contingency school Acknowledging that diferent types of projects require diferent approaches to manage them, this school focuses on categorising projects in diferent ways and then determining the most appropriate leadership and management styles needed. Tis has led to the development of organisational capability based around the nature and type of project an organisation commonly delivers. 9The marketing school Te fnal perspective explores the marketing of the project to various stakeholders, including the communication of value, building customer relationships through projects, and stakeholder management more broadly. Each of these schools provide us with a diferent way of looking at the project management universe, however they are not mutually exclusive. Each school helps us to focus on a unique yet critical aspect of project management that we may not appreciate if we only consider project management as being ‘on time and within budget’. ••• CONTINGENCY THEORY HAS SHOWN THAT THERE IS NO 'ONE BEST WAY' TO MANAGE OR THINK ABOUT PROJECTS FURTHER READING To find out more, read Christophe Bredillet's 'Exploring Research in Project Management -- Nine schools of project management research' in Project Management Journal. It was published over six issues in 2007 and 2008, from volume 38 issue 1 through volume 39 issue 3.
Project Manager Dec Jan 2013
Project Manager Apr May 2013