Revisiting the project management knowledge framework: Rebalancing the framework to include transformation projects

Abstract

Purpose

This paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.

Design/methodology/approach

As a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner’s and the project supplier’s capabilities.

Findings

A new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris’ Management of Projects framework by employing the conceptual lens of Winch’s Three Domains of Project Organising model.

Originality/value

The advanced model emphasises the necessity of distinguishing a project owner’s and a supplier’s PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.

Citation

Cha, J., Newman, M. and Winch, G. (2018), "Revisiting the project management knowledge framework: Rebalancing the framework to include transformation projects", International Journal of Managing Projects in Business, Vol. 11 No. 4, pp. 1026-1043. https://doi.org/10.1108/IJMPB-11-2017-0147