Creativeness in Project Management. Contradiction or Necessity?
DOI:
https://doi.org/10.33119/SIP.2018.162.3Keywords:
project management, project management methodologiesAbstract
The article discusses the problem of creativeness in the context of project management. Projects, as a form of organising activities are a tool of implementation of changes and innovation. The research shows the amount of working time companies spend on the implementation of projects is positively correlated with innovation success, and the implementation of innovations is positively correlated with the corporate business success. The article seeks a reply to the question: What does creativeness in project management mean, is it necessary? In what sort of projects is it particularly significant? What tools and techniques can a project manager use in the project lifecycle to stimulate creativeness? The study includes the review of literature and methodologies of project management. The organisational ambidexterity theory provides a theoretical framework.
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References
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36. Tushman M. L., O'Reilly III C. A., Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change, „California Management Review” 1996, no. 38 (4), s. 8–29.
37. van den Beuken J., Geers M., Ongering P., Raison M., Creative Skills for Project Management Co-creation as a Effective Tool for Consensus Building and Interactive Strategy Formulation, RIS/RISI, October 2, 1997.
38. Wald A., Spanuth Th., Schneider Ch., Futterer F., Schnellbächer B., Makroökonomische Vermessung der Projekttätigkeit in Deutschland (GPM Deutsche Gesellschaft für Projektmanagement e.V), 2015.
39. Warner P. D., Creativity and Innovation in Project Management, Paper presented at PMI® Global Congress 2012‑North America, Newtown Square, Project Management Institute Vancouver 2012.
40. Woodman R. W., Sawyer J. E., Griffin R. W., Toward a Theory of Organizational Creativity, „Academy of Management Review” 1993, no. 18 (2), s. 293–321.
41. Wyrozębski P., Metodyka PMBoK Guide, w: Metodyki i standardy zarządzania projektami, red. M. Trocki, Polskie Wydawnictwo Ekonomiczne, Warszawa 2017.
42. Wyrozębski P., Metodyka PRINCE2, w: Metodyki i standardy zarządzania projektami, red. M. Trocki, Polskie Wydawnictwo Ekonomiczne, Warszawa 2017.
43. Wyrozębski P., Modele kompetencji w zarządzaniu projektami, „E-mentor” 2009, nr 2 (29).
44. Wysocki R. K., Efektywne zarządzanie projektami. Tradycyjne, zwinne, ekstremalne, OnePress/Wiley, 2013.
2. Arieti S., Creativity: The Magic Synthesis, Basic Books, New York 1976.
3. Aitken A., Crawford L., Senior Management Perceptions of Effective Project Manager Behavior: An Exploration of a Core Set of Behaviors for Superior Project Managers, PMI Research Conference, Warszawa 2008.
4. Axelos, Managing Successful Projects with PRINCE2, TSO, London 2017, s. 107, 127.
5. Barron F., Harrington D. A., Creativity, Intelligence, and Personality, „Annual Review of Psychology” 1981, no. 32, s. 439–476.
6. Belbin M. R., Management Teams: Why They Succeed or Fail, „Human Resource Management International Digest” 2011, no. 19 (3).
7. Boehm B., A Spiral Model of Software Development and Enhancement, „ACM SIGSOFT Software Engineering Notes” 1986, no. 11 (4), s. 14–24.
8. Cicmil S., Hodgson D., New Possibilities for Project Management Theory: A Critical Engagement, „Project Management Journal” 2006, no. 37 (3), s. 111–122.
9. Csikszentmihalyi M., Flow and Creativity, „Namta Journal“ 1997, no. 22 (2), s. 60–97.
10. DeCarlo D., eXtreme Project Management. Using Leadership, Principles, and Tools to Deliver Value in the Face of Volatility, Jossey-Bass 2004.
11. Drazin R., Glynn M. A., Kazanjian R. K., Multilevel Theorising about Creativity in Organisations: A Sensemaking Perspective, „The Academy of Management Review” 1999, no. 24 (2), s. 286–307.
12. Florida R., The Rise of the Creative Class-Revisited: Revised and Expanded, Basic Books (AZ), 2014.
13. Franklin M., Tuttle S., Leadership Skills for Project and Programme Managers, TSO, London 2008.
14. Franklin M., Tuttle S., Team Management Skills for Project and Programme Manager, TSO, London 2008, s. 22, 58.
15. Geraldi J., Arlt M., Visuals Matter! Designing and Using Effective Visual Representation to Support Project and Portfolio Decisions, PMI, 2015.
16. Gilb T., Gilb K., EVO. Evolutionary Project Management and Product Development, May 25, 2007.
17. Highsmith J., APM Agile Project Management. Jak tworzyć innowacyjne produkty, Mikom, Warszawa 2005.
18. Highsmith J., Agile Project Management: Creating Innovative Projects, Pearson Education, Boston 2004.
19. IPMA, Wytyczne kompetencji indywidualnych w zarządzaniu projektami, programami i portfelami, IPMA Global Standard Wersja 4.0.
20. Kumar V. S., Project Managers As Creative and Innovative Leaders, Paper presented at PMI® Global Congress 2012‑North America, Newtown Square, Project Management Institute, Vancouver 2012.
21. Lenfle S., Exploration and Project Management, „International Journal of Project Management” 2008, no. 26 (5), s. 469–478.
22. Lenfle S., Toward a Genealogy of Project Management: Sidewinder and the Management of Exploratory Projects, „International Journal of Project Management” 2014, no. 32 (6), s. 921– 931.
23. Levesque L. C., Hildebrand C. (red.), Kreatywny geniusz, „PM Network” 2007, no. 21 (1), s. 46–56.
24. Leybourne S. A., Improvisation and Agile Project Management: A Comparative Consideration, „International Journal of Managing Projects in Business” 2009, no. 2 (4), s. 519–535.
25. Leybourne S., Sadler-Smith E., The Role of Intuition and Improvisation in Project Management, „International Journal of Project Management” 2006, no. 24 (6), s. 483–492.
26. Leybourne S. A., Warburton R. D. H., The Creativity Matrix: Balancing Architectural and Process Creativity, Paper presented at PMI® Global Congress 2012‑North America, Newtown Square, Project Management Institute, Vancouver 2012.
27. Merla E., Unleashing the Project Genie (Creativity for Project Managers), Paper presented at PMI® Global Congress 2010‑Asia Pacific, Newtown Square, Project Management Institute, Melbourne 2010.
28. Metodyki i standardy zarządzania projektami, red. M. Trocki, Polskie Wydawnictwo Ekonomiczne, Warszawa 2017.
29. O’Reilly C. A., Tushman M. L., Ambidexterity As a Dynamic Capability: Resolving the Innovator's Dilemma, „Research in Organizational Behavior” 2008, no. 28, s. 185–206.
30. PMI, A Guide to the Project Management Body of Knowledge (PMBoK Guide), wyd. 5, Project Management Institute, 2013.
31. Pons D., Project Management for New Product Development, „Project Management Journal” 2008, no. 39, s. 82–97.
32. Ries E., Metoda Lean Startup. Wykorzystaj innowacyjne narzędzie i stwórz firmę, która zdobędzie rynek, Helion, Gliwice 2011.
33. Stanleigh M., Mastering the Art of Innovation in Project Management, Business Improvement Architects, https://bia.ca/mastering-the-art-of-innovation-in-project-management-2/(11.04.2018).
34. Sternberg R. J., Handbook of Creativity, Cambridge University Press, Cambridge 1999.
35. Tushman M. L., Anderson P. C., O’Reilly C., Technology Cycles, Innovation Streams, and Ambidextrous Organizations: Organization Renewal Through Innovation Streams and Strategic Change, „Managing Strategic Innovation and Change” 1997, no. 34 (3), s. 3–23.
36. Tushman M. L., O'Reilly III C. A., Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change, „California Management Review” 1996, no. 38 (4), s. 8–29.
37. van den Beuken J., Geers M., Ongering P., Raison M., Creative Skills for Project Management Co-creation as a Effective Tool for Consensus Building and Interactive Strategy Formulation, RIS/RISI, October 2, 1997.
38. Wald A., Spanuth Th., Schneider Ch., Futterer F., Schnellbächer B., Makroökonomische Vermessung der Projekttätigkeit in Deutschland (GPM Deutsche Gesellschaft für Projektmanagement e.V), 2015.
39. Warner P. D., Creativity and Innovation in Project Management, Paper presented at PMI® Global Congress 2012‑North America, Newtown Square, Project Management Institute Vancouver 2012.
40. Woodman R. W., Sawyer J. E., Griffin R. W., Toward a Theory of Organizational Creativity, „Academy of Management Review” 1993, no. 18 (2), s. 293–321.
41. Wyrozębski P., Metodyka PMBoK Guide, w: Metodyki i standardy zarządzania projektami, red. M. Trocki, Polskie Wydawnictwo Ekonomiczne, Warszawa 2017.
42. Wyrozębski P., Metodyka PRINCE2, w: Metodyki i standardy zarządzania projektami, red. M. Trocki, Polskie Wydawnictwo Ekonomiczne, Warszawa 2017.
43. Wyrozębski P., Modele kompetencji w zarządzaniu projektami, „E-mentor” 2009, nr 2 (29).
44. Wysocki R. K., Efektywne zarządzanie projektami. Tradycyjne, zwinne, ekstremalne, OnePress/Wiley, 2013.
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Published
2019-08-07
How to Cite
Sońta-Drączkowska, E., & Wyrozębski, P. (2019). Creativeness in Project Management. Contradiction or Necessity?. Studies and Work of the Collegium of Management and Finance , (162), 39–53. https://doi.org/10.33119/SIP.2018.162.3
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