tailieunhanh - EPSRC Network 2004-2006 Rethinking Project Management

There is a powerful, positive influence that comes from the team being protected from changing goals during the Sprint. First, the team gets to work knowing with absolute certainty that its commitments will not change, which only reinforces the team’s focus on ensuring completion. Second, it disciplines the Product Owner into really thinking through the items he or she prioritizes on the Product Backlog. Knowing that the commitment is for the duration of the Sprint makes the Product Owner much more diligent in thinking through what to ask for at the beginning. . | Rethinking PM EPSRC Network 2004-2006 Rethinking Project Management Final Report May 2006 Mark Winter and Charles Smith Report Authors Dr Mark Winter Principal Investigator Centre for Research in the Management of Projects University of Manchester Mr Charles Smith Network Coordinator Charles Smith Consulting Ltd Knutsford Cheshire EPSRC Engineering and Physical Sciences Research Council Rethinking Project Management EPSRC Network 2004-2006 Table of Contents Section Page 1. Rethinking Project Management EPSRC Network 2004-2006 3 2. Purpose of this Report 3 3. Network Philosophy of Approach 3 4. Network Participants and Organisations 3 5. Network Programme of Meetings 4 6. Directions for Future Research 4 7. Potential Research Topics 6 8. Initial Work on Messages for Practitioners 7 9. Network Research Methodology 7 10. Network Evaluation 9 11. Options for Continuing the Network 11 12. Towards More Engaged Scholarship 11 Appendix A Extract from EPSRC Research Proposal 13 Appendix B Network Working Papers 14 Appendix C Examples of Critical Insights 15 Final Report Page 2 of 15 Rethinking Project Management EPSRC Network 2004-2006 1. Rethinking Project Management EPSRC Network 2004-2006 Rethinking Project Management is a UK Government-funded research network1 that held its first meeting in March 2004 and its last meeting in January 2006. Its primary aim has been to develop a research agenda aimed at extending and enriching mainstream project management ideas in relation to the developing practice. Following a two-year research programme an agenda has emerged in the form of five directions for future research which is scheduled to be published in a special issue of the International Journal of Project Management later this year. A separate report for practitioners is also being prepared and a series of seminars is planned for different industry groups. Appendix A contains the rationale behind the Network and .