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 prediction of phenomena is based on following eight propositions: Proposition 1: If a good and virtuous theory provides a full description, definition, explanation, and prediction of phenomena, then PM theoretical boundary will expand due to PPGE efforts. Proposition 2: If the full description, definition, and prediction of PM phenomena undergird PM practitioners, then a complete understanding of phenomena due to PPGE is propitious to PM success. Proposition 3: If project practitioners have little or no theoretical underpinnings about complex phenomena, then, the translation of theory into practice will become impractical or negative. The lack of knowledge of PM theory exposes innocuous undertakings to a plethora of risks and can lead to project mortality. Proposition 4: If knowledge is the game changer between project mortality and immortality, then the continuous acquisition of knowledge about phenomena is propitious to a project’s success. In other words, if the advanced knowledge of PM complexity, nonlinearity, and uncertainty is essential to PM, then the relationship between phenomena and the achievement of business or project objectives can be positive, negative or none. Proposition 5: If a theory meets the criteria of a good and a virtuous theory, as measured by the criteria drawing from Gelso (2006), Harlow (2009, 2010) and Wacker (1998), then full understanding of phenomena due to PPGE efforts will increase and as a result, translating theory into practice will be more accurate and predictable. Proposition 6: If the new constructs or neologisms such as PPGE expand PM territorial boundaries, the existing theory must expand as well to accommodate the neologisms. Otherwise, a stronger and more superior theory should be developed to provide a better understanding of the nature of the new PM phenomena (Coff & Raffile, 2015). Proposition 7: If knowledge workers are the sources of sustainable competition, then effective, efficient and progressive knowledge practitioners can offset the relationship between complexity, uncertainty, chaos, and a project’s success or immortality (Coff & Raffile, 2015).
In other words, PMT 2.0 predicts the occurrence of one or all of the following scenarios: There is a relationship between the management of complex and chaotic projects and the achievement of business or project objective. This relationship can be positive, negative and none. A macro knowledge of complex phenomena reduces or eliminates the vicissitudes of the complex and chaotic project, program and globally interconnected business operations. Knowledge practitioners change the relationship between complexity and success. A practical, efficient, and progressive collaboration among stakeholders can promote dialogue or sharing of information and can enable practitioners to resolve issues, create harmony among multiple units and can result in creating innovative and sustainable or win-win solutions to the complex project and chaotic situations. The less the knowledge of complex and chaotic problems, the more dangerous and amiss the solutions become. In other words, when project practitioners have little or no theoretical underpinnings about complex phenomena, the translation of theory into practice becomes impractical and negative.