ORCID Profile
0000-0003-4241-1310
Current Organisation
Good Energy Minds
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Publisher: Elsevier BV
Date: 11-2013
Publisher: Emerald
Date: 04-04-2016
DOI: 10.1108/IJMPB-09-2015-0085
Abstract: – Many projects involve an organisational change component. Project management (PM) and change management (CM) have the potential to jointly contribute to the delivery of organisational changes. However, there is a lack of clarity in the literature about the boundary and relationship between these disciplines. The purpose of this paper is to explore the contribution these disciplines make to a set of project critical success factors, to understand the ways that these disciplines can most effectively work together. – This paper analyses data collected through an online survey, examining project managers’ and change managers’ perception of each disciplines’ contribution to critical success factors. The survey received 455 responses. – This paper identifies the success factors that are most clearly influenced by PM and CM, and areas where practitioners of these disciplines hold significantly different perceptions of their contributions. The results have been used to rank and categorise success factors based on the influence of each discipline. This has been used to develop a risk-based questionnaire to guide the contribution of PM and CM to the mitigation of specific project risks. – These findings will be of use to practitioners managing organisational change projects, or projects with a significant change component. The findings will be of assistance in determining the ways in which these disciplines should work together to mitigate risks associated with specific critical success factors.
Publisher: SAGE Publications
Date: 10-2014
DOI: 10.1002/PMJ.21446
Abstract: Project management and change management both contribute to the management and delivery of changes to organizations however, they are based on distinct bodies of knowledge, and practitioners of these disciplines have disparate views on how change should be managed. There is a lack of consensus about how these disciplines should work together to deliver organizational change projects, which may result in conflict. This research delves into practitioners' perspectives on formal authority, the reporting relationship between these disciplines, and also reveals the fundamental differences in how practitioners of these disciplines view the practice of organizational change.
Publisher: Cambridge University Press
Date: 23-05-2017
Publisher: Emerald
Date: 25-01-2011
DOI: 10.1108/17538371111096917
Abstract: The purpose of this paper is to present and analyse the context, the current issues and the opportunities for project management (PM) research within Australia. The paper contributes to researcher and industry practitioner knowledge and debates on supporting and promoting the development of national PM research agendas. This is a research paper which draws on and interprets empirical data generated from a comprehensive national survey of Australian PM researchers. The paper first profiles the current landscape of Australian PM research. Thereafter, it explores the future opportunities/risks for PM research in this country, as perceived by the researcher community. This research was limited to the collection of data from PM researchers across Australia (80 percent response rate to the survey tool). Clearly, this study was confined to one country and to one category of respondent. This paper will make contributions to national and international debates and analysis on current research trajectories and future opportunities in the PM field and thereby also aid comparative knowledge development within the researcher community. This paper represents the first comprehensive national PM researcher study undertaken in Australia. It provides a compelling national insight into the current state of PM research as perceived by PM researchers and illustrates issues concerning their research contexts, their links to industry partners and perceptions of industry and industry representative body engagement in PM research activity.
Publisher: Inderscience Publishers
Date: 2015
Publisher: Informa UK Limited
Date: 10-10-2023
Publisher: Springer Singapore
Date: 2018
Publisher: SAGE Publications
Date: 06-2014
DOI: 10.1002/PMJ.21417
Abstract: This paper presents a research methodology used to develop a novel framework for an investigation into how project managers acquire and exchange knowledge. The qualitative study was conducted with six experienced project managers based in Australia. Adopting and augmenting an action research methodology, the data were analyzed using grounded theory techniques. Data collection occurred through four sequential interventions that aligned to three action research cycles. Three additional spin-off cycles were utilized to ensure quality and validity of the research approach with an external reference group. The implications of this research approach are presented for application in future research.
No related grants have been discovered for Chivonne Algeo.