Traditional project management literature preaches an agenda of planning and control. Clearly defined goals and objectives are to be specified ahead of project beginning, as they are means to minimize uncertainties and risks. Furthermore it is claimed that clear objectives enable the project manager to accurately calculate the specific tasks to be performed during the project. However, in recent years this body of literature has seen the rise of various researchers criticizing this view. These researchers aim at enriching and extending the understanding of concepts such as knowledge creation and goal formulation in projects, and understanding to what extent managers are able to influence these. However, none of these researchers, as the this dissertation displays, have done empirical studies on the relation between knowledge creation and goal formulation and the role of project management regarding this relation on large development projects with a fundamental demand for innovation. Driven by a strong interest in understanding these concepts the authors of this dissertation set out to explore the relationship between knowledge creation, goals and the role of project management. They do so by conducting a comprehensive empirical study of a large construction project aimed at developing the conceptual design of the world’s largest immersed tunnel to date. Through empirical and theoretical analysis based primarily on the theory of Complex Responsive Processes of Relating the authors reveal an ongoing mutually dependent and constituting relationship between project goals and knowledge creation, a relationship indicating that project managers are faced with the challenge of – at the same time - keeping up with as well as influencing the development of the project. Through further analysis the authors develop a perception of the role of the project manager in connection to the identified relationship between goals and knowledge creation: The role of the project manager is one of active participation in local interaction by continuously ontologising the project as well as performing the role of knowledge broker. The authors conclude by discussing the implications of their study in regard to current theoretical accounts as well as the practical implications for project management practitioners. Furthermore they provide directions for further research.
|Educations||MSc in Psychology, (Graduate Programme) Final Thesis|
|Number of pages||153|