Project 1

The Paradox of Integrating Temporality and Permanence   Although organizational management operations and project management functions are multidisciplinary and thrive on maximizing the return of capital, they are separate in terms of their nature, function, and...

Project 10

The Theory of PMT 2.0  PPGE has expanded PM extant theory domain beyond the iron triangle viz. scope, cost, and schedule (Artto et al., 2015; Godenhjelm et al., 2014; Rijke et al., 2014). The expansion has also gone beyond the temporality and project lifecycle...

Project 9

Comparison between PM Theory and PMT 2.0 To compare PM current theory and the PMT 2.0, the study gathered raw data from multiple sources including unfiltered open-ended interviews, archival documents, direct observations, policy papers, survey data, and annual...

Project 8

Defining PMT 2.0 (what and who) PMT 2.0 defines a project as temporary or permanent undertakings created to develop a product or provide a service to achieve a specific objective. PMT 2.0 is based on a tripartite concept. The first part (project) is characterized by...

Project 7

Limiting the domain (when and where) PM extant theory’s domain is constricted to PPGE; it fails to address when the unpredictable will occur and where the complex realities exist. In other words, the PM theory is only applicable or limited to temporality and projects’...

Project 6

Relationship building (why and how)  The effects of PPGE increases project and business complexity (chaos) or mortality rate. It also heightens tension, conflict, risk, and makes tradeoffs tougher and, sometimes, impossible (Thamhain, 2013). Micro, meso, and macro...

Portfolio

PMT 2.0 predictive assumptions (could, should, and would) Drawing from the seminal human capital theory, PMT 2.0 postulates that there is a correlation between educational advancement and business or project success (Bae & Patterson, 2014; Kaba, 2013). PMT 2.0’s...
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