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Building workforce competencies through complex projects

Chapter


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Abstract


  • This chapter illuminates the current theories and concepts concerning complexity and the project management workforce competencies necessary to deal with it in projects. It exposes the valuable, yet underutilised, opportunities complex projects may present to develop the knowledge and competencies of a workforce to successfully manage complexity within a project space and across an organisation more generally. The theoretical implications of this analysis imply that more research is necessary to establish a framework of competencies that relate appropriately to the levels of complexity within a project. The practice implications are profound since managing complexity in projects requires a more expansive and divergent set of practitioner skills that move well beyond the baseline ‘technically oriented’ project management skills set. In sum, this chapter highlights the current strengths and weaknesses of extant research and standards concerning complexity in projects and provokes discussion on developing a workforce that is more ‘complexity’ capable.

Publication Date


  • 2014

Citation


  • Sense, A. & Kiridena, S. (2014). Building workforce competencies through complex projects. In R. Harris & T. Short (Eds.), Workforce Development: Perspectives and Issues (pp. 153-171). Singapore: Springer Science+Business Media.

Scopus Eid


  • 2-s2.0-84930018596

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=4418&context=eispapers

Ro Metadata Url


  • http://ro.uow.edu.au/eispapers/3401

Book Title


  • Workforce Development: Perspectives and Issues

Has Global Citation Frequency


Start Page


  • 153

End Page


  • 171

Place Of Publication


  • Singapore

Abstract


  • This chapter illuminates the current theories and concepts concerning complexity and the project management workforce competencies necessary to deal with it in projects. It exposes the valuable, yet underutilised, opportunities complex projects may present to develop the knowledge and competencies of a workforce to successfully manage complexity within a project space and across an organisation more generally. The theoretical implications of this analysis imply that more research is necessary to establish a framework of competencies that relate appropriately to the levels of complexity within a project. The practice implications are profound since managing complexity in projects requires a more expansive and divergent set of practitioner skills that move well beyond the baseline ‘technically oriented’ project management skills set. In sum, this chapter highlights the current strengths and weaknesses of extant research and standards concerning complexity in projects and provokes discussion on developing a workforce that is more ‘complexity’ capable.

Publication Date


  • 2014

Citation


  • Sense, A. & Kiridena, S. (2014). Building workforce competencies through complex projects. In R. Harris & T. Short (Eds.), Workforce Development: Perspectives and Issues (pp. 153-171). Singapore: Springer Science+Business Media.

Scopus Eid


  • 2-s2.0-84930018596

Ro Full-text Url


  • http://ro.uow.edu.au/cgi/viewcontent.cgi?article=4418&context=eispapers

Ro Metadata Url


  • http://ro.uow.edu.au/eispapers/3401

Book Title


  • Workforce Development: Perspectives and Issues

Has Global Citation Frequency


Start Page


  • 153

End Page


  • 171

Place Of Publication


  • Singapore