Communities of Practice and Project Management
CONNIE L. DELISLE, PHD, PRIVY COUNCIL OFFICE, GOVERNMENT OF CANADA
KIM ROWE, P.ENG, ROWEBOTS RESEARCH, INC.
The private sector, universities, and government have invested a lot of effort in understanding the value of knowledge and, when applied, how it shapes society. But few organizations have consistently translated knowledge about the human and technical aspects of successful projects into successful delivery of new projects.
Navigation through a project life cycle often results in project failure, despite application of best-in-class tools and technology. Yet, the human behavior aspect of project management continues to be the poor cousin to technical solutions. A question of interest is, “What can be done to optimize the human aspects and resulting contributions to making a project successful?” We may all agree that a silver bullet is unlikely. Rather, learning by trial and error, sharing information and personal experiences has shown to better aligning our collective understanding of concepts that shape our understanding of project management. The venue for such activities is explored below.
A SPACE AND PLACE FOR COLLABORATION
The continued persistence of Communities of Practice (CoPs) in the public, private, and nonprofit sectors has proved more than a passing curiosity. Perhaps a fundamental need among