How Generic are Project Management Knowledge and Practice

Crawford, L; Pollack, JB

How Generic are Project Management Knowledge and Practice

Crawford, L Pollack, JB

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Publisher:: Project Management Institute
Publication Type:: Journal Article
Citation:: Project Management Journal, 2007, 38 (1), pp. 87 - 96
Issue Date:: 2007-01

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Field	Value	Language
dc.contributor.author	Crawford, L	en_US
dc.contributor.author	Pollack, JB https://orcid.org/0000-0001-8879-9408	en_US
dc.date.issued	2007-01	en_US
dc.identifier.citation	Project Management Journal, 2007, 38 (1), pp. 87 - 96	en_US
dc.identifier.issn	8756-9728	en_US
dc.identifier.uri	http://hdl.handle.net/10453/6294
dc.description.abstract	Project management knowledge and practice are often considered to be generic and suitable for standardization. However, projects are also viewed as fundamentally unique pieces of work. This paradox of project uniqueness lies at the heart of project management. This paper discusses this tension between uniqueness and similarity, before reporting on the results of a series of assessments of practitioners project management knowledge and use of project management practices. Results are analyzed across countries, industry sectors, and application areas, and interpreted in relation to the ongoing development of standards for project management.	en_US
dc.publisher	Project Management Institute	en_US
dc.relation	http://purl.org/au-research/grants/arc/C59700080
dc.relation.ispartof	Project Management Journal	en_US
dc.title	How Generic are Project Management Knowledge and Practice	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	38	en_US
utslib.for	120201 Building Construction Management and Project Planning	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	1202 Building	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Architecture
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCG - Centre for Corporate Governance
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.volume	38	en_US

Abstract:

Project management knowledge and practice are often considered to be generic and suitable for standardization. However, projects are also viewed as fundamentally unique pieces of work. This paradox of project uniqueness lies at the heart of project management. This paper discusses this tension between uniqueness and similarity, before reporting on the results of a series of assessments of practitioners project management knowledge and use of project management practices. Results are analyzed across countries, industry sectors, and application areas, and interpreted in relation to the ongoing development of standards for project management.

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http://hdl.handle.net/10453/6294