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Describes the organizational learning practices in a project management environment to ensure project quality. The project management and organizational learning processes are described using the plan‐do‐study‐act (PDSA) cycle from quality management. Data from a survey of practicing project managers support the theory that organizational learning practices are associated with project knowledge, which is associated with project performance. Project knowledge is associated with learning that occurs both within and across projects. Managers can use this research to develop specific strategies to increase project success through learning. Researchers can use the results to understand how learning occurs in project environments. Implications are provided for project managers to use in focusing the learning activities of a project team.

Concept of “organisational learning” has been widely advocated as one of the solutions for organisational development, especially for those companies requiring high level of technology and knowledge. While being applied to the entire organisation, the concept of organisational learning can also be applied to specific function or project teams, which can be named as “project” based organisations. This paper presents a new approach of learning for the project‐based teams, which integrates learning and project in one, towards organisational learning ideals. Performance evaluation mechanism is also developed. With the developed evaluation, three dimensions of team performance, within the scope of project action‐learning framework would be measured. It would tell the team where it stands at a particular point of time. In order to track the critical variables required to reach the goals, the developed measurement system framework will be adopted in the implementation phase.

The purpose of this paper is to briefly summarise a successfully completed doctoral thesis which longitudinally and intimately explored the social dynamics of learning activity within a project team.

This research was pursued through participative action research applied to a case study project team.

The key findings of this study included the identification and analysis of five sociological elements which moderate the situated learning behaviour of participants while they are on‐the‐job. Combined, these elements form a model of project situated learning behaviour.

The findings generated focus attention on the complex social and practical issues involved in learning within projects and provide a framework that aids practitioners' systematic reflection and action on their learning activities.

This study provides deep and original insights into the learning phenomenon within the practice of project management. There has already been numerous journal publications generated from it, and in late 2007, the author of this thesis published a book largely based on this doctoral work entitled Cultivating Learning within Projects, by Andrew Sense, Palgrave Macmillan. ISBN: 0230006914 ISBN‐13: 9780230006911. This book can be sourced directly from Palgrave Macmillan at: www.palgrave.com/products/title.aspx?PID = 276502

Examines the changing structure and culture of organizations in current times and the development towards a more project‐oriented way of operating. Describes how projects can act as multi‐purpose vehicles for achieving personal management development, as well as providing tangible business benefits and help achieve change and organizational learning. Explores the use of information technology networks for supporting projects, capturing learning outcomes and introducing new ways of working. Reviews how projects help to change organizational culture by questioning existing assumptions, by communicating and applying new ideas and by developing new operating assumptions.

The paper aims to focus on institutional initiatives to embed e‐learning in a university in Hong Kong, from 2006‐12, through large‐scale funding of 43 e‐learning projects. It outlines the guiding principles behind the university's e‐learning development and discusses the significance of various procedures and practices in project planning, development and implementation.

This longitudinal study combines historical perspectives with process description, analysis and personal observations. Its approach is based in action research. The authors are engaged both as participants/learning designers in particular projects and in management, administration and evaluation of the projects at the institutional level.

It is proposed that e‐learning projects need careful planning, scaffolding and managing. Also that piloting, evaluation and formal reporting as well as the availability of professional, technical and instructional design support are significant factors in success.

This paper is preliminary work. Further findings and analysis are expected at the final completion of all projects. A wealth of data is available in accumulated project documentation and reports, including individual project evaluations with quantitative and qualitative data.

Given the commonly acknowledged difficulties in helping e‐learning projects continue to completion and actually be implemented, this study can offer strategies that may be widely applied in different contexts. The scale and timeframe of the study and the amount of funding available in one institution are unusual so emerging implications are potentially significant.

This study aims to understand how practitioners use their insights in software development models to share experiences within and between organizations.

This is a qualitative study of practitioners in software development projects, in large-, medium- or small-size businesses. It analyzes interview material in three-step iterations to understand reflexive practice when using software development models.

The study shows how work processes are based on team members’ experiences and common views. This study highlights the challenges of organizational learning in system development projects. Current practice is unreflective, habitual and lacks systematic ways to address recurring problems and share information within and between organizations. Learning is episodic and sporadic. Knowledge from previous experience is individual not organizational.

Software development teams and organizations tend to learn about, and adopt, software development models episodically. This research expands understanding of how organizational learning takes place within and between organizations with practitioners who participate in teams. Learnings show the potential for further research to determine how new curriculums might be formed for teaching software development model improvements.

This chapter introduces an approach to higher education developed and practiced over four decades at Roskilde University in Denmark. Known as the Roskilde Model, the approach is characterized by (1) a special type of self-directed learning (SDL), named “problem-oriented project learning” (PPL); (2) a way of organizing undergraduate education into broad interdisciplinary programs; and (3) an interdisciplinary profile where double-major graduate programs allow students to design their own academic and professional profiles. The chapter first explains similarities and differences between PPL and some related concepts of SDL: problem-based learning (PBL), inquiry-based learning, and project learning. Secondly, it outlines the origins and development of Roskilde University and of PPL. Thirdly, it introduces and discusses the building blocks and workings of PPL: problem-orientation, interdisciplinarity, the exemplary principle, participant direction, and group-based project work. Fourthly, it describes how studies are organized so as to realize PPL in practice. And finally, it outlines the challenges that current educational policy poses to practicing an educational alternative.

Laurea UAS, Lohja campus, in Finland, has a learning environment, Yrityslabra, for business management and administration students who want to complete their studies by doing real-life business assignments. This chapter depicts the elements of a physical learning environment that have contributed to improving learning results on Laurea Lohja campus. The campus was challenged with addressing long studying and graduation times, loss of students to other campuses, difficulties in employment after graduation and lack of cooperation between Laurea and organizations. To solve these problems, Laurea Lohja created a learning environment called Yrityslabra (Business Lab). As a result of the continuing development work and material gathered (interviews, memos from teacher development meetings, student evaluation discussions, and written evaluations), five distinctive elements for a learning environment were found. These elements are: informal physical environment, informal social environment, teacher’s role as a mentor, personal learning process, and project management process. As the result of the new learning environment, students on Laurea Lohja campus, for example, have shorter graduation times, and there are less drop-outs in the middle of the studies. Students also find work in their own field of interest and do so right after graduation. Also, there is increased interest for the graduating students to further their studies at the master’s level.

The purpose of this paper is to share the authors’ perspectives as members of a research-based course project focused on learning game design and development. The authors provide important aspects of their findings as usable knowledge in the form of implications for potential use in new contexts.

This is a case study of one instance of a course-based structured learning opportunity. The authors chose to interview each other about various aspects of the course structure and its affordances and constraints for creating an effective and supportive learning environment.

The paper provides findings as implications for potential transfer to new contexts. As considerations for engendering the type of learning the authors promote, they share much of the interview responses in an effort to not only contextualize their perspectives but also identify important aspects for similar projects.

As a single case, the authors focus on areas of transferability rather than generalizability. With more cases, they could build the list of important aspects, but with this individual case, they can simply share the ideas they find most salient from their work.

The paper includes implications for those interested in creating similar opportunities that combine undergraduate research projects and coursework to enhance students’ ability to pursue individual interests typically not found in traditional course models.

This paper provides an example of a non-traditional opportunity for learning as a potential model for others.

The purpose of this paper is to use survey data to rank the relative importance of perceived factors that inhibit the transfer of knowledge across projects and examine the statistical relationship between various “higher order” dimensions of project management competencies and project efficiency among a sample of project-based firms (PBFs).

The research philosophical approach adopted was post-positivism, a half-way house between positivism and phenomenological approaches. The author used a largely structured survey questionnaire with an inclusion of few open-ended items. The survey data collected were largely based on the “perceptions” of mostly experienced project management practitioners, whose perspectives on project processes and performance are likely to be more dependable. Because of budget limitations, a total of 260 questionnaires were mailed to randomly selected PBFs (with an enclosed self-addressed and stamped return envelope). Of the 260 questionnaires sent to PBFs, 58 questionnaires were returned, representing a return rate of just over 22 percent.

Results indicate that “high time pressures towards the end of the project,” “too much focus on short-term project deliverables,” and “fear of negative sanctions when disclosing project mistakes” were three top-ranked factors that inhibited knowledge transfer across projects. Some “higher order” project management competencies like “dynamic competencies” have relatively a greater impact on predicting project efficiency. Dynamic competencies will only continue to increase in importance as today’s project environments are characterized as continuously evolving, turbulent, and complex and require the need to be effective in dealing with various uncertainties. Once included in the regression equation, the “ownership variable” dominates all other explanatory variables in predicting project efficiency among a sample of PBFs in the United Arab Emirates (UAE), most likely driven by the project management competencies of multinational corporations (MNCs). However, the project efficiency of state-owned PBFs did not differ significantly from that of “international firms that were not MNCs.” Specific conditions may have led to such an outcome. The author shows that enhancing project efficiency requires the reinforcement of multiple but specific factors.

As the study was largely conducted on a limited budget and time frame, the author was not able to employ a multi-method approach. The inclusion of a few case studies would have facilitated triangulation of the current findings. In addition, the study captures “perceptions” and practical experiences of project management practitioners. Future studies could possibly develop what may be seen as “objective” measures of project learning and project management competencies. A larger survey supported by a larger budget would be one option in which some of the findings could be tested across PBFs located in different sectors and countries.

The author argues that the creation of a client-led “no-blame culture” within PBFs can ensure the development of a “safe” environment in which project team members can acknowledge project mistakes without the fear or danger(s) that may come with such admission. This may require changes in project organizational culture that reduces power distance, lowers sensitivity to hierarchal power relations, enhances team building efforts, and fosters a “learning climate” that tolerates “trial and error” experimentation. It may also require strengthening clients’ specific capabilities. Such change may require time and patience but could take advantage of “positive” aspects of participatory practices, personal relationships, and consensus decision-making approach that is prevalent in the UAE culture. One managerial implication points to the need to tailor scarce resources in building up multi-dimensional “higher order” competencies like “dynamic competencies” that have a relatively higher significant impact on enhancing project efficiency. Linking MNCs with local PBFs as collaborative mega project delivery partners may lead to enhancing project management competencies of the latter, conditional on their absorptive capacity.

The contribution of the paper is in providing survey-based empirical evidence that goes beyond case studies to highlight the importance of enhancing “higher order” project management competencies, such as “dynamic competencies,” that have a stronger predictive power of project efficiency in PBFs. The study also ranks the relative importance of various factors that inhibit the transfer of new knowledge across projects. To the author’s knowledge, this is the first study that has demonstrated the statistical relationship between “higher order” project management competencies and project efficiency. Project efficiency is a multi-faceted construct. Its strengthening is determined by a configuration of multiple but specific factors. A more “nuanced” understanding of the relationship between project management competencies and project efficiency in a particular context may be required.