Project Management Implementation as Management Innovation
A Closer Look
Published on 1. October 2013
204 pages
978-1-62825-143-2 (ISBN)
Description
Project Management Implementation as Management Innovation: A Closer Look investigates the processes involved in implementing one particular type of management innovation-project management-and how these innovations must evolve and be modified in order to deliver value. The book was written by three internationally recognized project management researchers/practitioners. Their extensive experience in the classroom and in the field shows through in how they are able to present complex concepts and make them highly relevant to project managers of all levels. Project Management Implementation as Management Innovation: A Closer Look begins by exploring the book's key concepts, including ?innovation events,? ?intervention,? and ?simple? and ?complex? innovation journeys.
More details
Language
English
Place of publication
Chicago
United States
Product notice
Windows
File size
1,96 MB
ISBN-13
978-1-62825-143-2 (9781628251432)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Stella George | Janice Thomas
Project Management Implementation as Management Innovation
A Closer Look
Book
01/2013
Project Management Institute
€33.00
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Content
- Cover
- Title Page
- Copyright Page
- Acknowledgments
- Table of Contents
- List of Tables and Figures
- Chapter 1 - Introduction
- Aim of the Study and Rationale
- Relevance of Study
- Research Question
- Research Objectives
- Empirical Evidence
- Methods
- Monograph Structure
- Chapter 2 - Making Sense of Management Innovation and Project Management Implementation
- Engaging with the Body of Thought
- The Innovation Process
- Social and Behavioral Aspects
- Focusing on Management Innovation
- Deviations From The "Script": Vagueness and Interpretative Flexibility in Implementation
- Political Dynamics, Power, Behavioral, and Social Aspects
- Sustainability Challenge in Management Innovation
- Managing Innovation Implementation
- Building a Case for Project Management to be Viewed as Management Innovation
- Chapter Summary
- Chapter 3 - Toward an Operational Framework for the Study of Project Management as Management Innovation
- Management Innovation as a Change Journey
- Operationalizing Pace and Scope of Change
- Contextualizing and Elaborating the Model
- Innovation Events and Innovation Journeys
- The Innovation Event
- The Innovation Journey
- Possible Simple Innovation Journeys
- Complex Innovation Journeys
- Chapter Summary
- Chapter 4 - Empirical Evidence and Methods
- Data
- Methods
- Step 1: Data Preparation and Construction of Journey Maps
- Step 2: Descriptive Analysis of 48 Cases
- Step 3: Selection of Ten Cases for Further Study
- Step 4: Construction of Case Narratives
- Chapter Summary
- Chapter 5 - Exploring 48 Innovation Journeys
- Descriptive Statistics
- Preliminary Journey Analysis
- Journey Beginnings
- Latest Recorded Intervention
- Simple Project Management Implementation Journeys
- Recent Innovation Events
- Early Innovators
- Chapter Summary
- Chapter 6 - Ten Complex Innovation Journeys
- Case 23 - Continuous Refinement of Best Practices
- Journey Dynamics
- Key Insights from Case 23 Journey
- Case 25 - Evolving and Polishing a Diamond
- Journey Dynamics
- Key Insights from Case 25 Journey
- Case 34 - Aligning us All, Except where it Doesn't
- Journey Dynamics
- Key Insights from Case 34
- Case 35 - Radical Change Followed by Effective Ongoing Refinement
- Journey Dynamics
- Key Insights from Case 35
- Case 43 - Playing Keep-Up and Getting Buy-In
- Journey Dynamics
- Key Insights from Case 43
- Case 47 - Best-In-Class Project Management with Disappointing Results
- Journey Dynamics
- Key Insights from Case 47
- Case 52 - Buying into the Journey to Gain Value
- Journey Dynamics
- Key Insights from Case 52
- Case 63 - A Path to Growth then Collapse
- Journey Dynamics
- Key Insights from Case 63
- Case 72 - Revolution to Polishing
- Journey Dynamics
- Key Insights from Case 72
- Case 75 - Searching for Solutions in a Garden of Possibilities
- Journey Dynamics
- Key Insights from Case 75
- Chapter Summary
- Chapter 7 - Cross-Case Analysis of Complex Journeys
- Innovation Journeys
- Start of the Journey
- Middle to End of the Journey
- Innovation Triggers, Intentions, and Outcomes
- Triggers
- Intentions
- Outcomes
- Sociopolitical Factors and Behaviors
- Culture (Country, Organizational Culture, and Attitude to Project Management)
- Country Culture
- Organizational Culture
- Attitude to Project Management
- Key Players
- Sponsorship
- Project Implementers: Champions, Leaders, and Teams
- Alignment with Strategic Direction
- Chapter Summary
- Chapter 8 - Conceptual Discussion
- Re-Examining the Nature of Management Innovation
- Impact of Organizational Context, History, and Power Relations
- Organizational Context
- Professional and Organizational History
- Power Relations
- External Pressures and Threats as Triggers
- Key Players
- Role of Executive
- Role of the Project Management Champion
- Role of Project Personnel
- Behavioral Dynamics
- Individual Level Dynamics
- Group Dynamics
- Creativity
- Mindfulness
- Role of Uncertainty
- Sustaining Innovation
- Contributions of this Research
- Management Innovation Boundaries
- Continuous Improvement
- Dynamics of Management Innovation Implementation
- Methods of Study
- Project Management as Management Innovation
- Summary
- Chapter 9 - Conclusions and Possibilities
- Key Insights
- Practical Implications
- Guidance for Practice
- Step 1. Do the Right Innovation Event
- Step 2. Do the Innovation Right
- Research Implications
- Contributions to Theory
- Contributions to Methodology
- Limitations of the Research
- Directions for Future Research
- Final Remarks
- Appendix - Case Descriptions for Selected Data Set (Adapted from Thomas and Mully, PMI 2008)
- Case 23
- Case 25
- Case 34
- Case 35
- Case 43
- Case 47
- Case 52
- Case 63
- Case 72
- Case 75
- References
