Is project management the new management 2.0?

This paper considers the evolving nature of project management (PM) and offers a comparison with the evolving nature of management generally. Specifically, we identify a number of management trends that are drawn from a paper that documents a proposed ‘Management 2.0’ model, and we compare those trends to the way in which PM is maturing to embrace the challenges of modern organizational progress.Some theoretical frameworks are offered that assist in explaining the shift from the historically accepted ‘tools and techniques’ model to a more nuanced and behaviorally driven paradigm that is arguably more appropriate to manage change in today’s flexible and progressive organizations, and which provide a more coherent response, both in PM and traditional management, to McDonald’s forces. In addition, we offer a number of examples to robustly support our assertions, based around the development of innovative products from Apple Inc. In using this metaphor to demonstrate the evolution of project-based work, we link PM with innovation and new product development.

The business of invention: considering project management in the arts and industry

Project management has well developed theoretical constructs and is becom- ing increasingly well established in core strategy beyond the industrial and corporate sec- tors from which it first emerged. With a concurrent increase in the significance of innova- tion, project managing for creativity is an area of research and enquiry of considerable sig- nificance. Notionally occupying polar opposite cultural positions in terms of perspectives and processes of creativity, project management in the arts is widely considered to vary significantly from corporate strategy and process. If business were to be more generally characterised by ‘organisation’ and discipline, the arts are more commonly celebrated for disorganisation, indiscipline, and the fundamental challenge to organisation itself. Consid- ering both the confluences and variations between established project management theory in business and practice in the arts, this text introduces theoretical constructs pertaining to creative processes and highlights areas for consideration in the understanding and further development of project management theory

Making IT Matter for Women: Exploring Agile Perceptions

Whereas women earn more than half of all university degrees and make up over half of the workforce, their enrollment in computer science and information systems academic programs and their representation in technology-related career fields remain at disturbing low levels. In recent years the percentage of female graduates from these programs in the U.S., Europe, and Australia has not risen above 20%. The demand for IT workers continues to grow, yet women fill only 19% of software development positions in the U.S. A number of studies have examined gender differences related to experience, beliefs, and attitudes regarding the IT field, and a common theme is the need to improve women’s perception of the field. This paper describes a first step in investigating whether the agile approach to information system development contributes to an environment that could potentially be more welcoming to women, based on a comparison of work practices and agile principle

ILR Research in Progress 2003-04

The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty's research continues to find its way into the very best industrial relations, social science and statistics journals.Research_in_Progress_2003_04.pdf: 19 downloads, before Oct. 1, 2020

Design for STEAM: Creating Participatory Art with Purpose

Innovation is simultaneously reflected in the variety and diversity of art. Over the past century, art forms have progressed along a continuum from static to dynamic, and then to interactive and participatory. The therapeutic value of creating and engaging in all of these art forms has also been identified. Furthermore, educators have recognized the profound value of art and design within the context of scientific and technical learning, and STEAM (science, technology, engineering, art, and math) has emerged as an educational philosophy with a strong base of support. This paper defines and articulates participatory elements of STEAM projects, and provides guidance for how to design art installations for learning that are fully participatory. To do this, we 1) present emerging social and organizational models that align with STEAM, and then 2) develop a design framework for creating new participatory art that meets the goals of STEAM learning

A modern mixture, agency, capability, technology and ‘scrum’: agile work practices for learning and teaching in schools

This paper introduces a pedagogical method derived from agile work practices, particularly the scrum method of project based working. It will discuss how this agile method can be aligned with teaching and learning in formal schooling and project based learning developing an agile pedagogical approach which can lead to: greater agency for both learners and teachers; the purposeful integration of digital tools into practice; and the development of human capability and functioning through a change in learning design. It goes further in conceptualizing the teaching - learning dynamic as a “technology for learning” in so far as technology is definable as a purposeful process of knowledge creation

The Agility-Control-Nexus: A Levers of Control Approach on the Consequences of Agility in Innovation Projects

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A Framework of Information Systems Development Concepts

Background: Information Systems Development (ISD) is responsible for designing and implementing information systems that support organizational strategy, leveraging business models and processes. Several perspectives on this activity can be found in the literature, addressing – often in an undifferentiated manner – approaches, lifecycles, methodologies, and process models, among others. Objectives: The vast diversity of ideas and concepts surrounding ISD and the multiple underlying views on the subject make it harder for researchers and practitioners to understand the relevant aspects of this important activity. This article aims to systematize and organize ISD’s main concepts to create a coherent perspective. Methods/Approach: We conducted a literature review and thematic analysis of ISD\u27s main concepts. Results: To contribute to filling the research gap, this article proposes a new framework that addresses the key aspects related to ISD. Conclusions: The framework comprises ISD’s core concepts, such as lifecycles, process models, deployment approaches, and methodologies

People in the E-Business: New Challenges, New Solutions

[Excerpt] Human Resource Planning Society’s (HRPS) annual State of the Art/Practice (SOTA/P) study has become an integral contributor to HRPS’s mission of providing leading edge thinking to its members. Past efforts conducted in 1995, 1996, 1997, 1998, and 1999 have focused on identifying the issues on the horizon that will have a significant impact on the field of Human Resources (HR). This year, in a divergence from past practice, the SOTA/P effort aimed at developing a deeper understanding of one critical issue having a profound impact on organizations and HR, the rise of e-business. The rise of e-business has been both rapid and dramatic. One estimate puts the rate of adoption of the internet at 4,000 new users each hour (eMarketer, 1999) resulting in the expectation of 250 million people on line by the end of 2000, and 350 million by 2005 (Nua, 1999). E-commerce is expected to reach $1.3 trillion by 2003, and of that, 87 percent will go to the business to business (B2B) and 13 percent to the business to consumer (B2C) segments, respectively (Plumely, 2000)