Crafting project managers’ careers:Integrating the fields of careers and project management

Project managers experience unique careers that are not yet sufficiently understood, and more people than ever before are pursuing such careers. The research on project management and careers is therefore urgently needed in order to better understand the processes and systems shaping the careers of project managers. We address this gap by reviewing several key career theories and constructs and examining how these are mobilized to understand project managers’ careers in existing research. Our main conclusion is that boundaryless career theory has been the dominant career perspective in project management research, whereas other career theories—specifically protean career theory, social cognitive career theory, career construction theory, and sustainable career theory—are far less often mobilized as a basis for studies. We also find that some of the most popular constructs in careers research, such as career success and employability, have been used in recent project management research. However, their use in these studies is often implicit and does not necessarily leverage existing work from the careers field. We argue that there is strong potential for further and more systematic integration between project management and careers research in order to enrich both fields, and we offer a research agenda as a starting point

Nachhaltigkeit und Projektmanagement: Für eine breitere Perspektive auf Projekte

Im Projektmanagement hat bisher keine substantielle Auseinandersetzung mit den Prinzipien nachhaltiger Entwicklung stattgefunden. Derzeit arbeiten Expert(inn)en aus Nachhaltigkeitsforschung und Projektmanagement gemeinsam an einem konzeptionellen Rahmen, neuen Instrumenten und ersten Fallstudien

Who Supports Project Careers? Leveraging the Compensatory Roles of Line Managers

This exploratory research examines who supports what aspects of career development on projects. Our main finding is that, although project professionals receive support from formal and informal sources, a compensatory mechanism is at play. When support does not come from direct line managers, project professionals are compelled to initiate informal practices, including mentoring, buddy systems, and communities of practice. Practical implications arise for organizations regarding how to ensure sufficient mechanisms are in place to compensate for lack of line management career support and to allow project professionals to access the development opportunities they need by supporting their self-initiated efforts.Project Management Institut

Human resource management in organizational project management: Current trends and future prospects

It is increasingly common for work activities to take place in projects, and projects are therefore of growing importance as sites for career development, for leading and managing professional workers, and for individual and organizational development. Links between human resource management (HRM) activities that occur on projects, and their broader implications for project-based organizations in terms of knowledge, learning, and competence development, are therefore important foci for research. Projects are also important from the perspective of the well-being, ethical treatment, and motivation of workers. Projects are established within and between organizational functions (Bredin & Söderlund, 2011) but also span organizational boundaries (Lundin & Steinthórsson, 2003; Swart & Kinnie, 2014). Projects involve people from within and between organizational departments and also within and between disciplinary specialties. The implications of project-based organizing for managing human resources would appear to be significant (Huemann, 2015; Keegan, Huemann, & Turner, 2012; Palm & Lindahl, 2015; Söderlund & Bredin, 2006; Vicentini & Boccardelli, 2014), and yet traditional HRM models, where projects are not a key consideration, continue to dominate mainstream HRM theorizing (Swart & Kinnie, 2014). In mainstream HRM theorizing, traditional long-term and stable employment relationships are assumed and focal organizations are those with clearly defined internal and external boundaries. Project management literature has also traditionally downplayed what could be called the human factor – human capital or people aspects of project organization and management (Keegan & Turner, 2003). A shift from the mainly technical to increasingly people-focused aspects of project management has, however, been discernible in the past decade (Huemann, Keegan, & Turner, 2007). Project management researchers have started to explore more systematically HRM issues and their possible contribution to the performance of organizations that do most of their work in projects (Bredin & Söderlund, 2011). The systematic study of project professionals’ careers has developed recently, reflecting an increased appreciation of the importance of projects as a major part of many organizations (Crawford, French, & Lloyd-Walker, 2013; Hölzle, 2010) and the resulting increased importance of HRM issues and “people capabilities” (Bredin, 2008) required of project-based organizations is slowly increasing. Similarly, even though HRM theorists have not, to date, fully embraced the importance of the project context for practices, processes, and outcomes, this too appears to be changing as studies of HRM become more contextually sensitive

Human resource management and project based organizing: Fertile ground, missed opportunities and prospects for closer connections

We explore publishing trends regarding HRM and PBO in the main journals in the field of project management to highlight key empirical and theoretical contributions during the period 1996¿2016. We offer three contributions to the field of project management. The first is theoretical where we analyze twenty years of research in key project management journals by adapting and extending the framework of Wright and Boswell (2002), and identifying categories of HRM research at three levels of analysis. This analysis provides an overview integrating exemplary research to date on the HRM-PBO link at different levels, showing areas where research is well-developed and also areas that, while promising, have not been examined in a systematic manner to date.Our second contribution is that we highlight a variety of theoretical as well as methodological resources from the HRM field that can be applied in project studies and in so doing promote cross-fertilization of ideas and approaches between these two fields.Finally, a key managerial contribution is that we introduce the project as a temporary organization level of analysis, explicitly making visible HRM practices on the project. This can guide both HRM practitioners, and project managers, in terms of the importance of projects as sites for human resource management and employment activities including careers, employee participation and employment relations all of which are critical issues and deserve more attention

Comparison of videofluoroscopy and impedance planimetry for the evaluation of oesophageal stenosis: a retrospective study.

OBJECTIVES To compare videofluoroscopy that included a tablet test with impedance planimetry (EndoFLIP(®)) for the evaluation of oesophageal stenosis in patients with dysphagia. METHODS In 56 patients, videofluoroscopic examinations following the transit of a 14-mm tablet were retrospectively reviewed and correlated with impedance planimetry findings, a catheter-based method using impedance planimetry to display the oesophageal diameter estimates. Additional findings assessed were the occurrence of symptoms during tablet passage and evaluation of oesophageal motility. RESULTS Impaction of the tablet occurred in 31/56 patients; nine showed a moderate delay (2-15 s), three a short delay (<2 s) and 13 no delay of tablet passage. Both methods showed a significant correlation between tablet impaction and oesophageal diameter <15.1 mm, as measured by impedance planimetry (p = 0.035). The feeling of the tablet getting stuck was reported by seven patients, six showing impaction of the tablet (four with an EndoFLIP-diameter < 13 mm, two with a diameter of 13-19 mm) and one showing delayed passage (EndoFLIP diameter of 17 mm). CONCLUSIONS Videofluoroscopy and impedance planimetry correlate significantly regarding tablet impaction and residual oesophageal lumen. A standardized 14-mm tablet is helpful in demonstrating oesophageal strictures in dysphagic patients. Triggering of subjective symptoms provides valuable information during a videofluoroscopic study. KEY POINTS • A 14-mm tablet can demonstrate oesophagogastric junction narrowing in patients with dysphagia. • Type of passage of a tablet enables estimation of oesophageal luminal diameter. • Videofluoroscopy and impedance planimetry correlate significantly regarding tablet impaction and residual oesophageal lumen