Problems, conflicts and decisions
While frequently treated as separate topics, conflict management, problem solving and decision making are interrelated and all are focused on achieving the best possible outcome. Dr Lynda Bourne looks at how to deal with wicked problems.
Giving thanks to the project management pioneers
People have managed projects throughout history without the management infrastructure we have today that allows us to pursue best practice. Sometimes we need to stop and thank the pioneers for this new world, advises editor Adeline Teoh.
Project Performance Improvement—Dominic O’Brien
Project Performance Improvement
This paper explores the challenge of sharing knowledge across a team within the context of a broadcast industry project, demonstrating a shift of thinking (metanoia) in learning. During the project a Collaborative Design Model of regular individual and group reflection was developed, that assisted in expanding the level of shared knowledge and creativity within a team. The model shares the outputs of individual reflection with the whole team which then acts as a catalyst to drive innovation that can benefit the project. Hence the model is a key foundation for building a learning organization that can generate deeper knowledge. A critical part of the model is the use of a time linked semi structure management approach, a form of light touch supervision. This supervision style provides a clear definition of objectives, regular monitoring and direction without overpowering the team. This allows for the growth of a creative environment in which innovation can flourish. The benefits of this approach are examined in the paper and include creative problem solving and tacit knowledge sharing.
Author: Dominic O’Brien
Review status: Postgraduate assignment (University of Technology Sydney)
The benefits of managing your project sponsor
There is a direct link between the organisation’s decision to make an investment in a selected project and the need for the organisation to adapt so it can make effective use of the deliverables. Dr Lynda Bourne says the key is for project managers and teams to learn to ‘advise upwards’ and manage their sponsors.