TAILIEUCHUNG - ADVANCING PROJECT MANAGEMENT IN LEARNING ORGANIZATIONS

Enterprise project office (EPO) is essentially a support for investment governance and has a strong demand-side role in ensuring the organisation’s investment decision-making will deliver the greatest benefit from the resources available. This includes involvement in organisation strategy development and project and programme identification as well as business cases for investment, resource planning and allocation. It should be able to optimise the allocation of resources to match business priorities, by having complete information on all projects – current and planned. It should be able to provide a forecast of the overall business value that will be delivered by the investment. | Stakeholder Management Pty Ltd ADVANCING PROJECT MANAGEMENT IN LEARNING ORGANIZATIONS The Learning Organization Vol. 11 No. 3 2004 pp. 226-243 Dr Lynda Bourne DPM PMP MACS Director Stakeholder Management Pty Ltd Derek . Walker Faculty of Business RMIT University Melbourne Australia For more Stakeholder Management papers see http Resources Stakeholder Papers This paper expands and substantially elaborates upon ideas discussed in a paper presented in Moscow in 2003. Bourne L. and Walker . 2003 Tapping into the power lines - a 3rd dimension of project management beyond leading and managing 17th World Congress on Project Management Moscow Russia. http Resources Papers Stakeholder Management Pty Ltd 13 Martin Street South Melbourne VIC 3205 Australia Tel 613 9696 8684 Email Info@ Web Stakeholder Management Pty Ltd Advancing project management in learning organizations Introduction Traditional project management skills were developed from the requirements of construction and defence industries to plan control and manage large complex tangible projects Morris 1994 . From these industries arose the so-called hard concepts of project success criteria in the form of controlling and managing schedule cost and scope. Project management can also be seen as being about managing change Cleland 1995 and therefore project managers should consider themselves as change agents adding to the PM role an additional focus on the so-called soft aspects of relationship management. The relationship management role is particularly relevant when considering non-traditional non-construction projects delivering intangible results such as those in the sphere of ICT or business process change. In most organizations project managers are accountable for the successful delivery of complete projects. Increasingly this success depends on project managers possessing .

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