Beyond competence: Developing managers of complex projects
Date of this Version
Considerable attention and development activity has been devoted over the last 20 years to determining and codifying, in standards and certification programs, the knowledge and practices that are considered necessary for competent performance of project managers. Although not explicitly stated as such, these efforts are essentially geared toward threshold competence represented by minimum standards for project management knowledge and practice considered necessary for effective workplace performance. Further, they are primarily designed for management of single or stand-alone projects for which goals and methods can be well defined. On such projects, minimum standards for knowledge and practice can provide a shared vocabulary and assist in achieving a relatively consistent level of performance for a majority of project management practitioners. However, the adequacy of these mainstream practice standards, knowledge guides, methodologies, and recommended best practices in addressing the experienced complexity of projects, has been increasingly questioned by both researchers and practitioners.
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