Project Managers: what do they really do and need to know?

The managerial and theoretical implications of this research into project management knowledge areas and their transferability, are in large part dependent on a firm s managerial style and attitude, rather than on the deployment of specific tools used for the management of projects. Focusing on developing conceptual thinking and the People Specific Management skills discussed will improve learning as to how to understand a project s entire landscape, facilitating long-term success in the management of projects. It is not enough for educators in project management to concentrate on developing processes and practices such as PRINCE2 and PMBOK® at the exclusion of People Specific Management (PSM). Universities, training organisations and knowledge providers, should use the revised model as the basis for the future development of structured education programs; this will assist in ensuring the required resultant, fully competent and rounded project management professional.

Autorentext

Dr O'Shea obtained a Master of Project Management from RMIT University in Melbourne Australia, holds PMP status with the Project Management Institute (USA) and completed his PhD at Curtin University in Western Australia. Dr O'Shea is also a Graduate of the Australian Institute of Company Directors.