Launch of the International Journal of Project Management in Business

"Through the mirror of my mind ... Time after time ... I see reflections of you and me" - Holland, Dozier, Holland

Emerald are now publishing a new journal called the International Journal of Project Management in Business. The journal is edited by Dr Derek Walker who is Professor of Project Management at RMIT University, Melbourne, Australia. I am very proud to be on the editorial board.

Derek describes the journal’s mission as follows “The International Journal of Managing Projects in Business (IJMPiB) is a peer reviewed journal that is focussed upon stimulating improved project management (PM) knowledge generation, transfer and practice. Its content will appeal to reflective PM practitioners and academics interested in current PM theory and leading edge empirical work. PM has moved beyond being a narrow technical speciality to a way of conducting business—be that for commercial enterprises, not-for-profit organisations or for government and administrative support agencies (Crawford, Morris, Thomas and Winter, 2006). The journal embraces the study of how these organisation currently manage portfolios, programs and projects, and more importantly it offers insights into how PM may be better undertaken to generate value (in its broadest sense) to stakeholders who should gain benefit from project outcomes. … This journal arose out of recognition of the need to extend available sources of published peer-reviewed project management theory and practice. Two well established and well respected journals (the International Journal of Project Management and the Journal of Project Management) are widely available to academics and practitioners in electronic and hardcopy form through library electronic data bases. The International Project Management Association (IPMA) also publishes an annual volume of peer reviewed papers through its member organisations e.g. the Project Management Association Finland. While these existing publications provide a current outlet for the serious review of project management theory and practice, it lags other disciplines in the general management and engineering arena where there are literally dozens of journal titles that are accepted and valued for their knowledge supporting contribution. Further, many of these journals rarely address the practical issues of how scientific, engineering, public policy, health services, and the entertainment for example, actually deliver benefit through projects. Delivering beneficial change through projects lies at the core of value generation and so the aim of this journal is to focus on how a range of industries undertakes and directs the business of project management in delivering its programs of projects within its portfolios of strategic activities. This broadens the business of managing projects well outside its traditional engineering and business ‘home’ disciplines.” (Walker, forthcoming).

I am really exited to be able to read (and be associated with) a project management journal where Argyris and Schon are foundational references.

References

• Argyris, C. (1977). “Double Loop Learning in Organinizations.” Harvard Business Review. 55 (5): 115-125.


• Argyris, C. (1982). “The Executive Mind and Double-Loop Learning.” Organizational Dynamics. 11 (2): 5-22.


• Crawford, L., Morris, P., Thomas, J. and Winter, M. (2006). “Practitioner Development: From Trained Technicians to Reflective Practitioners.”. International Journal of Project Management. 24 (8): 722-733.


• Schön, D. A. (1983). The Reflective Practitioner - How Professionals Think in Action. Aldershot, UK BasiAshgate ARENA.


• Walker, D. (forthcoming). “Introduction to the first issue of the International Journal of Project Management in Business”. International Journal of Project Management in Business. 1(1).