000			02088naa a2200193uu 4500
001			0032512272337
003			OSt
005			20190211170729.0
008			100325s2009 xx ||||gr |0|| 0 eng d
100	1		_aWHITTY, Stephen Jonathan _939281
245	1	0	_aAnd then came complex project management (revised)
260			_aExeter, UK : _bElsevier, _cApril 2009
520	3		_aThe subject of management is renowned for its addiction to fads and fashions. Project Management is no exception. The issue of interest for this paper is the establishment of standards in the area, specifically the ‘College of Complex Project Managers’ and their ‘competency standard for complex project managers’. Both the college and the standard have generated significant interest in the Project Management community. Whilst the need for development of the means to manage complex projects is acknowledged, a critical evaluation show significant flaws in the definition of complex in this case, the process by which the College and its standard have emerged, and the content of the standard. If Project Management is to continue to develop as a profession, it will need an evidence-based approach to the generation of knowledge and standards. The issues raised by the evaluation provide the case for a portfolio of research that extends the existing bodies of knowledge into large-scale complicated (or major) projects. We propose that it would be owned by the practitioner community, rather than focused on one organization. Research questions are proposed that would commence this stream of activity towards an intelligent synthesis of what is required to manage in both complicated and truly complex environments. This is a revised paper previously presented at the 21st IPMA World Congress on Project Management Cracow, Poland.
700	1		_aMAYLOR, Harvey _96869
773	0	8	_tInternational Journal of Project Management _g27, 3, p. 304-310 _dExeter, UK : Elsevier, April 2009 _xISSN 02637863 _w
942			_cS
998			_a20100325 _b1227^b _cDaiane
998			_a20100326 _b1108^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32144 _d32144
041			_aeng