What's Interesting to You?

 

Situation: You Like to Get Your Head Around the "Big Questions" in Project Management.

Hey PM Thought Leaders >> Take a look at the list below and let me know if one of the topics could really help you tackle the challenges you face every day.

Earlier this week I attended PMI's Research & Education Conference 2010.  The event has asubtitle - "Defining the Future of Project Management".   While I'm not sure that anyone can "Define the future" of anything, I think there were some interesting presentations.  I plan to interview some of the researchers, but I was hoping to get some feedback (either here as a comment or via email, whichever is easier) on what you might find interesting.  During each interview I'll be attempting to identify who the research findings might be interesting to and what practical actions you can take based on their findings.

PMI presented awards for work in the following areas:

The 2010 Project Management Journal® Paper of the Year Award
PMI's 2010 Project Management Journal® Paper of the Year Award was presented to Terence J. Cooke-Davies, Ph.D., Lynn H. Crawford, DBA, MTCP, and Thomas G. Lechler, Ph.D. for their article Project Management Systems: Moving Project Management From an Operational to a Strategic Discipline.  The article was published in the March 2009 issue of Project Management Journal.

          
2010 Student Poster Award
Jefferson Leandro Anselmo, Ph.D., M.Sc., PMP® is the winner of PMI's 2010 Student Poster Award for his submission, Project Management In Project-Based Businesses: An Integrated Proposal for the Management of the Operational, Organizational and Strategic Dimensions.
         

Topics presented at the conference

1. Applications of positive psychology to teaching project management and leadership
2. Supporting interaction in the classroom – Using personal response units
3. The use of Skype and other communications technologies to deliver international project management education.
4. Online programme delivery – A case study
5. A New Route to Professional Development: Overcoming the Immunity to Change
6. Inter- and Intra- Project Knowledge Transfer – Analysis of Knowledge Transfer Techniques
7. A Proposed Construction Design Change Management Tool to Aid in Assessing the Impact of Design Changes
8. Predicting Team Performance based on Past Individual Achievements using Artificial Neural Networks
9. Change Management in Project- based Organizations - a case study of a construction company
10. Relevance of Project Marketing Activities to Project Management Practitioners
11. Interactions-based Risk Network Simulation for Project Risk Prioritization
12. Identifying Forces Driving PMO Changes
13. Attitude-Based Strategic Negotiation for Conflict Management in Construction Projects
14. Aim Fire Aim - Planning Styles in Dynamic Environments
15. Managing projects practitioner development – a successful university- industry partnership
16. The PMO Maturity Cube, a Project Management Office Maturity Model
17. Social and Behavioral Influences on Project Team Process
18. Managing Complex Public Projects: Timing Norms, Temporal Misfits, and the Role of Project Management
19. Building a Positive Classroom in Graduate PM Education
20. Exploring PMOs through Community of Practice Theory
21. Cultural Differences in Projects
22. Early Warning Signs in Complex Projects
23. Project Management Education, Training, Working & Learning: a longitudinal study into the experiences of British Army officers in UK defence related projects
24. Strategic priorities and PMO functions in project-based firms
25. A Conceptual Model of the Emotional Valuation of a Project
26. Classifying Improvisation: Some comments on Managing chaotic Evolution
27. Project Management in Academia: Friend or Foe? An Exploratory Study of the Social Sciences and Humanities
28. Project portfolio management (PPM) – strategic and operational agility through projects
29. Change Management & Project Management
30. The relation between organizational & professional commitment in the case of project workers: implications for the project management profession
31. Project Portfolio Management: Comparing Practive with Theory
32. World Bank projects’ critical success factors and their interactions: an empirical investigation
33. 25 Years of Stakeholder Theory in Project Management Literature (1984-2009)
34. Project Value Mindset of Project Managers
35. Interdependencies among projects in Project Portfolio Management: A content analysis of techniques
36. Are we getting any better? Comparing project management in the years 2000 and 2008
37. I Can’t Get No... Satisfaction:Moving on From the Dominant Approaches to Managing Quality in Complex Programs
38. Human Resources in Project- Based Firms: Moving In, Moving Out, Moving On
39. Managing Projects in Context: Responding to Strategic Drivers
40. Role of project maturity and organizational culture on project success
41. Problem-based learning in advanced project management education
42. Using Performance Evaluations to Raise Individual Accountability on Project Teams
43. Project Management Maturity of Croatian Companies: Is There Any?
44. Why Information Systems Development Projects are always Late
45. Using Web 2.0 in large cohort project management education: panacea or empty promise
46. Finding the Right Person for the Job: Rethinking Work-Worker Fit in PPM
47. Dynamic capability: Understanding the relationship between project portfolio management capability and competitive advantage
48. The program manager’s leadership competence and program success: A qualitative study
49. Simulation as a Teaching Tool for Quantitative Risk Analysis
50. Improving project team performance through team learning
51. Key drivers to the effectiveness in managing multiple projects: An empirical investigation in an IT organization of a world largest financial institution
52. Program Benefits Management in Practice: an exploratory investigation
53. A case for project management education as a catalyst for sustainable development in developing countries
54. Project Management in Small to Medium-sized Enterprises: tailoring the practices to the size of company
55. Organizational Control and Project Performance
56. The Impact of a Project Benefit Methodology on the Project Management Discipline
57. Structuring Risk into Projects
58. Influences of Environment and Leadership on Team Performance in Complex Projects
59. Contribution of Individual Project Participant Competencies to Project Success
60. Integrating Performance Measures to Exert Effective Leadership in Managing Project Portfolios
61. The Accuracy of Hybrid Estimating Approaches?—Case Study of an Australian State Road & Traffic Authority
62. Implementing Organizational Change Using Action Research in Two Asian Cultures
63. Demographic Determinants of Project Success Behaviors
64. The Time Dependence of CPI and SPI for Software Projects
65. The Role of Project Collaboration Quality and Knowledge Integration Capability in Multi-Partner Projects
66. Project Champions in the Context of Socio-Political Issues of Project Management
67. Project Portfolios in Dynamic Environments: Sources of Uncertainty and Sensing Mechanisms
68. Re-Thinking Project Management Maturity: Perspectives Gained From Explorations Of Fit And Value
69. Knowledge entrainment and project management: Understanding project management as knowledge integration under time pressure
70. Factors that influence and are influenced by change projects
71. Balancing value-for-money and operational performance of Public- Private Partnerships projects
72. Relating sustainable development and project management: A conceptual model
73. Knowledge Production and the Success of Innovation Projects
74. Understanding and Managing Conflict in a Project Environment
75. Dimensions for Project Success Enabled by the Sponsor / PM Relationship
76. How does modern project work really affect our societies, our organisations, and us a individuals?
77. Knowledge Management Practices in IT Projects: An Exploratory Assessment of the State of Affairs in the Caribbean
78. Integration of 3-D Web and Semantic Web Technologies: A New Structure for Communications Plans
79. The influence of project front end management and project complexity on project success - A contingency approach in project management research
80. Creating knowledge of end-users requirements
81. Climate of Innovation in Government Communities of Practice: Focusing on Knowledge Gains and Relationships
82. An Empirical Identification of Project Management Toolsets and a Comparison among Project Types
83. The influence of the gap between project manager and executives on project results
84.  It’s Not My Fault!: Exploring the role of the client in program performance

Anything jump out as just what you were looking for?  Let me know and I'll drill down deeper for you.