Project Management Trilogy Challenges in Africa—Where to From Here?
Identifieur interne : 000234 ( Main/Exploration ); précédent : 000233; suivant : 000235Project Management Trilogy Challenges in Africa—Where to From Here?
Auteurs : P. D. Rwelamila [Afrique du Sud] ; Neha Purushottam [Afrique du Sud]Source :
- Project Management Journal [ 8756-9728 ] ; 2012-08.
Descripteurs français
- Wicri :
- topic : Afrique.
English descriptors
- KwdEn :
- Teeft :
- Accidental project managers, African business, African continent, African project failure symptoms, Annual arcom conference, Balanced services, Best marketing experts, Business leadership, Cape town, Case study, Competent project manager, Conducive environment, Construction management, Construction project management education programmes, Construction projects, Consumer behavior, Core team process, Critical success factors, Englund, Graduate school, Graham englund, International academy, International journal, International project management association, Knowledge base, Knowledge inputs, Newtown square, Organizational issues, Papers project management trilogy challenges, Pinto, Political awareness, Private sector, Private sectors, Professional development, Program management, Project, Project coal face, Project competence, Project failure, Project failures, Project implementation, Project management, Project management body, Project management competence, Project management course, Project management development, Project management information system, Project management institute, Project management journal, Project management knowledge base, Project management knowledge inputs, Project management orthodoxy, Project management programs, Project management specialists, Project management training, Project management training programs, Project manager, Project manager selection, Project managers, Project managers need, Project success, Project team members, Projectoriented organizations, Public sector, Research projects, Rwelamila, Rwelamila phungula, Same argument, Significant number, Ssegawa, Ssegawa ngowi, Strategic emphasis, Strategic project management, Strategic projects, Strong indication, Strong indications, Successful projects, Sufficient evidence, Technical expertise, Technical specializations, Technological entrepreneur, Traditional project management, Training environment, Trilogy, Trilogy challenges, Upper managers.
Abstract
While projects are now recognized as a means to achieve competitive advantage in Africa, project management still remains a Cinderella field. On average, 8 out of 10 project managers are accidental or have an inadequate project management (PM) knowledge base; PM training is falling short of some fundamental knowledge areas; and organizations which are supposed to be centered on programs and portfolios are, in practice, project‐oriented organizations by default. These challenges are referred to in this paper as “PM trilogy challenges.” Results of five research projects are used in this paper to identify and discuss these issues. Finally, recommendations are made.
Url:
DOI: 10.1002/pmj.21278
Affiliations:
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conference</term><term>Balanced services</term><term>Best marketing experts</term><term>Business leadership</term><term>Cape town</term><term>Case study</term><term>Competent project manager</term><term>Conducive environment</term><term>Construction management</term><term>Construction project management education programmes</term><term>Construction projects</term><term>Consumer behavior</term><term>Core team process</term><term>Critical success factors</term><term>Englund</term><term>Graduate school</term><term>Graham englund</term><term>International academy</term><term>International journal</term><term>International project management association</term><term>Knowledge base</term><term>Knowledge inputs</term><term>Newtown square</term><term>Organizational issues</term><term>Papers project management trilogy challenges</term><term>Pinto</term><term>Political awareness</term><term>Private sector</term><term>Private sectors</term><term>Professional development</term><term>Program management</term><term>Project</term><term>Project coal face</term><term>Project competence</term><term>Project failure</term><term>Project failures</term><term>Project implementation</term><term>Project management</term><term>Project management body</term><term>Project management competence</term><term>Project management course</term><term>Project management development</term><term>Project management information system</term><term>Project management institute</term><term>Project management journal</term><term>Project management knowledge base</term><term>Project management knowledge inputs</term><term>Project management orthodoxy</term><term>Project management programs</term><term>Project management specialists</term><term>Project management training</term><term>Project management training programs</term><term>Project manager</term><term>Project manager selection</term><term>Project managers</term><term>Project managers need</term><term>Project success</term><term>Project team members</term><term>Projectoriented organizations</term><term>Public sector</term><term>Research projects</term><term>Rwelamila</term><term>Rwelamila phungula</term><term>Same argument</term><term>Significant number</term><term>Ssegawa</term><term>Ssegawa ngowi</term><term>Strategic emphasis</term><term>Strategic project management</term><term>Strategic projects</term><term>Strong indication</term><term>Strong indications</term><term>Successful projects</term><term>Sufficient evidence</term><term>Technical expertise</term><term>Technical specializations</term><term>Technological entrepreneur</term><term>Traditional project management</term><term>Training environment</term><term>Trilogy</term><term>Trilogy challenges</term><term>Upper managers</term></keywords><keywords scheme="Wicri" type="topic" xml:lang="fr"><term>Afrique</term></keywords></textClass><langUsage><language ident="en">en</language></langUsage></profileDesc></teiHeader><front><div type="abstract" xml:lang="en">While projects are now recognized as a means to achieve competitive advantage in Africa, project management still remains a Cinderella field. On average, 8 out of 10 project managers are accidental or have an inadequate project management (PM) knowledge base; PM training is falling short of some fundamental knowledge areas; and organizations which are supposed to be centered on programs and portfolios are, in practice, project‐oriented organizations by default. These challenges are referred to in this paper as “PM trilogy challenges.” Results of five research projects are used in this paper to identify and discuss these issues. Finally, recommendations are made.</div></front></TEI><affiliations><list><country><li>Afrique du Sud</li></country></list><tree><country name="Afrique du Sud"><noRegion><name sortKey="Rwelamila, P D" sort="Rwelamila, P D" uniqKey="Rwelamila P" first="P. D." last="Rwelamila">P. D. Rwelamila</name></noRegion><name sortKey="Purushottam, Neha" sort="Purushottam, Neha" uniqKey="Purushottam N" first="Neha" last="Purushottam">Neha Purushottam</name></country></tree></affiliations></record>Pour manipuler ce document sous Unix (Dilib)
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