Department: PhD in Business Management & PhD in Project Management
Module Description: The aim of this module is to teach the principles and technologies of knowledge management in the context of projectised organisations. A case study approach, as and where appropriate, will be adopted in introducing the course contents. The module covers the fundamental concepts in the study of knowledge and its creation, representation, dissemination, use and re-use, and management. The focus is on methods, techniques, and tools for computer support of knowledge management, knowledge acquisition and knowledge sharing in projectised organisations.
Graham, A.K. (2000). Beyond PM 101: lessons for managing large development programmes. Project Management Journal, vol. 31(4), pp. 7-18. Request item
Pellegrinelli, S., Partington, D., Hemingway, C., Mohdzain, Z. and Shah, M. (2007). The importance of context in programme management: an empirical review of programme practices. International Journal of Project Management, vol. 25(1), pp. 41-55. Request item
Shehua, Z. and Akintoyeb, A. (2010). Major challenges to the successful implementation and practice of programme management in the construction environment: A critical analysis. International Journal of Project Management, vol. 28(1), pp. 26-39. Request item
Abednego, M. P. and Ogunlanaa, S. O. (2006). Good project governance for proper risk allocation in public–private partnerships in Indonesia. International Journal of Project Management, vol. 24(7), pp. 622-634. Request item
Department for Business Innovation and Skills. (2010). Understanding programmes and programme management Open resource
Ellram, L. M. (1997). Supply chain management: the industrial organisation perspective. IJPD & LM, vol. 21 (1), pp. 13-22. Request item
Ferns, D. C. (1991). Developments in programme management. International Journal of Project Management, vol. 9(3), pp. 148-156. Request item
Hass, K. B. (2009). Managing complex projects: a new model. Vienna, VA: Management Concepts.
Horwitch, M. (1984). Managing large-scale programs: the managerial dilemma. Technology in Society, vol. 6(2), pp. 161-171. Request item
Kemp, R. and Loorbach, D. (2006). ‘Transition management: a reflexive governance approach’, in J. Voss, R. Kemp & D. Bauknecht (eds). Reflexive Governance for Sustainable Development. Glos, UK: Edward Elgar, pp. 103-130. Request item
Larson, E. (1997). Partnering on construction projects: a study of the relationship between partnering activities and project success. IEEE Transactions of Engineering Management, vol. 44 (2), pp. 188-195 Request item
Lycett, M., Rassau, A. and Danson, J. (2004). Programme management: a critical review. International Journal of Project Management, vol. 22(4), pp. 289-299. Request item
Müller, R. and Turner, J. R. (2007). Matching the project manager’s leadership style to project type. International Journal of Project Management, vol. 25(1), pp. 21-32. Request item
Payne, S.L. and Calton, J.M. (2002). ‘Toward a managerial practice of stakeholder engagement: developing multi-stakeholder learning dialogues’, in J. Andriof, S. Waddock, S. Rahman and B. Husted (eds). Unfolding stakeholder thinking. Sheffield, UK: Greenleaf Press. Request item
Sutterfield, J. S., Friday-Stroud, S. S. and Shivers, S. L. (2006). A case study of project and stakeholder management failures: lessons learned. Project Management Journal, vol. 37(5), pp. 26-36. Request item
Thiry, M. (2002). Combining value and project management into an effective programme management model. International Journal of Project Management, vol. 20(3), pp. 221-227. Request item
Turner, J.R. and Speusera, A. (1992). Programme management and its information systems requirements. International Journal of Project Management, vol. 10(4), pp. 196-206. Request item
Turner, J. R. and Anne K. A. (2001). Mechanisms of governance in the project-based organization: roles of the broker and steward. European Management Journal, vol. 19(3), pp. 254-267. Request item