1,721,037 research outputs found
Diversity in project teams: purpose, progress and delivery
No full textIn this research, we explore the integration of diversity and inclusion within project teams, assessing their impact on project performance. We find that although diversity is widely acknowledged for enhancing performance and innovation, its deliberate application at the project level remains rare. Our study identifies several effective strategies for fostering inclusive environments and improving team dynamics, such as reverse mentoring and the employment of 'skills finders' to mitigate unconscious bias. We also highlight significant challenges, including internal and external pressures, that affect diversity practices. The research underlines the need for more intentional policies and actions to promote diversity within project setups, emphasising that enhancing diversity is not only a matter of strategy but also a crucial factor in driving superior project outcomes
Is AI all smoke and mirrors, or will it transform our profession?
No full textThis research article delves into the impact of digital transformation on project management, specifically examining the role and effectiveness of Artificial Intelligence (AI) within this sphere. Amidst widespread claims of AI's transformative potential, this review adopts a critical perspective to distinguish between hyperbolic assertions and the practical utility of AI technologies in enhancing project delivery, highlighting how AI can automate repetitive tasks, provide predictive insights, and significantly augment the strategic capabilities of project managers. However, it also emphasises the necessity of a supportive organisational culture that embraces a data-driven approach and continuous learning to leverage AI effectively. The discussion outlines actionable steps for project teams to integrate AI meaningfully into their operations, starting with identifying project pain points, preparing data for AI, and initiating small-scale pilot projects
Agile Beyond IT: How to develop agility in project management in any sector
No full textIf you have an interest in agility but you’re not working specifically in IT, this book is for you. It shows how agile principles can be adapted and applied in almost any sector to manage projects more effectively. It explains what agility looks like for ALL aspects of the management of projects – from leadership, roles and responsibilities through planning, implementation, change control, risk management and more. Whether you’re a new or seasoned project professional, or an executive or senior manager seeking to generate value by bringing agility beyond the IT department, Adrian Pyne shows you how an organization can become agile for projects, and what that journey looks like
Project Management Volume, Velocity, Variety: a big data dynamics approach
No full textThe era of Big Data has provided business organisations opportunities to improve their management processes. This developmental paper is adopting a mixed-method research approach where qualitative data will underpin a quantitative questionnaire. The early insights are based on an initial eleven qualitative interviews and conceptualised in the following three statements: (i) Project practitioners need to increase their data literacy; (ii) Project practitioners are not utilising the available Big Data based on the 3 Vs; Volume, Velocity and Variety; (iii) Project practitioners need to utilise the structured available data to augment the decision-making process to represent the complex environment of Big Data, the study adopts Complexity Theory as a theoretical framework. When completed, the research will demonstrate the results through System Dynamics modelling
Clienting in major projects: beyond outputs, towards outcomes
Full text linkClient organisations commission major projects with the aim of transforming communities, driving economic growth and addressing societal challenges. However, they often struggle to ensure that these investments achieve the transformational outcomes for which they were intended, despite delivering buildings, systems and infrastructure. This persistent disconnect between intention and impact arises from a fundamental misalignment. Client organisations have in many respects mastered the procurement of outputs but remain inadequately equipped to orchestrate the outcomes that justify such substantial public and private investment. Importantly, Clients do not arrive with all the answers. The complexity, interdependencies and uncertainties inherent in major projects mean that solutions must be co-created across delivery ecosystems. The client's role is therefore not to specify every detail or control every decision, but to orchestrate the collaborative processes through which answers emerge from suppliers, users, regulators and technical experts. This orchestrating role recognises that effective clienting is about convening capability, not commanding it. Traditional client capabilities, including the 'Intelligent Client' approach, have focused on technical competency and procurement expertise. However, client organisations remain accountable for project success while often lacking the strategic and relational capabilities needed to shift from delivering outputs to stewarding outcomes. This leaves them responsible for results they lack the tools to influence. Reforms have tended to refine delivery mechanisms, strengthen governance and improve procurement, but these efforts address symptoms rather than causes. The real challenge is to move from buying completed assets to orchestrating collaborative delivery that creates lasting value. Therefore, we present the Major Projects Clienting Framework (MPCF), providing a scaffold for moving beyond incremental improvements and promotes a cultural shift where client organisations orchestrate the delivery ecosystem to achieve successful outcomes
How to use lego serious play as a gamification teaching and learning framework? A responsible management approach
No full textThis paper conceptualises a Lego Serious Play Wheel framework as a gamification teaching and learning method. It aims to offer a detailed approach from Design and Preparation to Delivery, to engage a broad section of continuing learners and students, which can be easily applied throughout different educational and training contexts. The LSP Wheel refers to the concept of a circular learning journey and draws on a combined autoethnography responsible management research approach. A prominent part of the responsible management literature has hitherto focused on examining whether responsible management modules are inherently considered non-crucial elements of curriculum design. However, there is a paucity of research into applying novel teaching approaches to engage students and promote responsible management education endeavours. This paper therefore contributes to broader pedagogical application and critical responsible management education discourse, by providing educators with an academic gamification framework to support student engagement and co-creation of knowledge, by fostering exploratory learning environments and enriching the practices of active learning communities
Commutable strategies and institutional dynamics in agricultural co-operatives: a project management perspective on crisis resilience and sustainability
No full textAgricultural cooperatives (co-ops) are increasingly recognised for their capacity to enhance resilience in the face of crises such as climate change, economic disruptions, and pandemics. This study investigates how governance structures and adaptive project management strategies contribute to effective crisis management in co-ops. Initial findings reveal that regulatory compliance acts as both a constraint and an enabler, while economic volatility drives the need for costly technological investments. External stakeholder influence provides essential resources but imposes governance to align internal and external priorities. Social capital, manifesting as community trust and collaboration, supports crisis response but can be weakened under financial stress. Hybrid governance frameworks emerge as vital, balancing member engagement with professional oversight to maintain organisational stability. We propose the Crisis Resilience in Agricultural Co-operatives conceptual framework, which links external pressures, internal dynamics, and resource availability to resilience outcomes. This research highlights the importance of strategic governance, adaptive project management, and effective social networks in fostering co-op resilience and provides guidance for policymakers and practitioners
Strategic project leadership: the case for integrating systems thinking and artificial intelligence
No full textThis paper positions itself at the intersection of systems thinking and Artificial Intelligence (AI) within the context of strategic project leadership, responding to the escalating complexity and interdependence inherent in modern project environments. Traditional project management methods often fall short in addressing the manifold challenges of today’s large-scale projects, where leaders must navigate complex dependencies, rapid technological transitions, and a spectrum of competing priorities. In order to bridge these gaps, this paper presents an Integrated Intelligence Framework, which unites the epistemological depth of systems thinking with the analytical precision of AI. Through this dual approach, project leaders gain a sophisticated toolkit to manage complexity, anticipate challenges, optimise resource allocation, and align project outcomes with broader organisational objectives. Key contributions include emphasising the importance of data governance and quality, which are foundational to credible AI insights, and establishing ethical and transparent practices to mitigate risks associated with AI’s expanding role in decision-making. Additionally, we highlight the significance of cross-functional collaboration and adaptive team training, which collectively support a systems-thinking mindset and enable the effective application of AI tools. Practical guidance on agile and hybrid methodologies is also offered, illustrating how iterative approaches facilitate real-time adaptation to shifting project conditions. The framework also further underscores the need for alignment with organisational goals, ensuring that AI and systems thinking are not only tactical tools but strategic assets. We thus argue that the implications of this work extend beyond operational efficiencies, reshaping our understanding of project leadership in complex environments
Interdisciplinary Research Methodologies in Engineering Education Research
No full textAbstract:
As Engineering Education Research (EER) develops as a discipline it is necessary for EER scholars to contribute to the development of learning theory rather than simply being informed by it. It has been suggested that to do this effectively will require partnerships between Engineering scholars and psychologists, education researchers, including other social scientists. The formation of such partnerships is particularly important when considering the introduction of business-related skills into engineering curriculum designed to prepare 21st Century Engineering Students for workplace challenges. In order to encourage scholars beyond Engineering to engage with EER, it is necessary to provide an introduction to the complexities of EER. With this aim in mind, this paper provides an outline review of what is considered ‘rigorous’ research from an EER perspective as well as highlighting some of the core methodological traditions of EER. The paper aims to facilitate further discussion between EER scholars and researchers from other disciplines, ultimately leading to future collaboration on innovative and rigorous EER.
Cite this Paper:
Reynolds, D., & Dacre, N. (2019). Interdisciplinary Research Methodologies in Engineering Education Research. Engineering Education Research Network, Coventry, UK. https://doi.org/10.5281/zenodo.463791
- …
