Exploring. Discovering. Defining. and Shaping the Future of Project Management

PM Network, June 2007 | Go to article overview

Exploring. Discovering. Defining. and Shaping the Future of Project Management


How does a theory evolve into a solution?

How does a solution become a generally recognized practice?

How does a recognized practice become a standard?

The general answer to these questions can be summed up in the word "research"-coupled, of course, with good ideas and hard work.

Research is the essential driving force behind the evolution of project management. As with any profession, the project management body of knowledge is constantly being enhanced for its practitioners' use. It is ongoing research that keeps the knowledge base growing and adapting to a changing world.

The mission of the PMI Research Program is to be a catalyst for the expansion of the project management body of knowledge.

Research also helps PMI better serve its stakeholders and assists the PMI Board of Directors in its strategic planning. Reports by the PMI Research Department and the researchers it sponsors can be extremely useful for you, your career and your organization.

This special supplement looks at the state of research in the profession in general, and at the mission, role and progress of the PMI Research Program in particular.

RESEARCH ADVANCES THE PROFESSION

Since 1997, PMI has maintained a dedicated research department for the purpose of promoting, supporting and disseminating project management research. Prior to the establishment of a fulltime paid staff, the Institute supported research activities only through the efforts of volunteers, who continue to have a vital role.

The department provides a connection to the research community with PMI-funded research grants. It also has the ability to publish new information resulting from PM!-sponsored research studies, research working sessions and research conferences.

Through synergistic partnerships with academic institutions and individual researchers worldwide, PMI continually promotes research into project, program and portfolio management knowledge and methodology, as well as the evolution of new standards for the profession. In this way, the research department supports the Institute's core purpose: To advance the practice, science and profession of project management throughout the world in a conscious and proactive manner.

Involvement in the Research Community

"The project management research community is located wherever project management research questions are being asked and answered-by universities and colleges, by researchers, professors and students, many of whom have employment as project managers or consultants alongside their academic activities," said PMI Research Department Manager Edwin J. Andrews, VMD, PhD.

"In addition, people who express interest in research results, and executives, are considered part of this community," he added. "As of now, PMI corresponds with over 12,000 individuals worldwide about its research activities, events and other offerings. We suspect that, in time, we may reach many more potential community members."

Making things happen for this community and other stakeholders is the PMI Research Department, a dedicated group of market researchers, research coordinators and market analysts. The staff is assisted by a Research Member Advisory Group consisting of six volunteers representing the practitioner, consultant and academic communities (see photos on supplement page 4).

This group guides the program with direction on choices for research emphasis. It also assists the staff with various researchrelated events, such as research working sessions and the biennial research conference.

MARKET RESEARCH

How PMI Determines What Stakeholders Need

The market research group within the PMI Research Department collects and analyzes data to help the Institute design better programs, products and services.

From focus groups to member surveys, market assessment to strategic planning, the PMI market research group is continuously monitoring and analyzing current conditions within PMI, the project management community and the global marketplace as a whole. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Exploring. Discovering. Defining. and Shaping the Future of Project Management
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.