De Gruyter Handbook of Responsible Project Management 1st edition by Beverly Pasian, Nigel Williams 9783110724820 3110724820

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ISBN 10: 3110724820
ISBN 13: 9783110724820 
Author: Beverly Pasian, Nigel Williams

The narrative about the project management profession is dominated by discussions of “success” and “failure” along with the need to improve the competence of project managers. As a result, the community is engaged in a fruitless search for a combination of tools, techniques and practices that will result in desired outcomes for funders. While the profession has made recent attempts to incorporate environmental and social responsibility, these areas are still framed within the existing discourses of project delivery. The De Gruyter Handbook of Responsible Project Management seeks to rethink project management by integrating contributions from the emerging responsible Management domain. This handbook will explore the nature and extent of project professionals’ responsibility at different levels – individual, team, organizational and societal – along with the implications for education, research and practice. The De Gruyter Handbook of Responsible Project Management offers cutting-edge insights into the field of project management. It is an essential reference for scholars and practitioners.

De Gruyter Handbook of Responsible Project Management 1st Table of contents:

1.8 Finding Your True North
1.9 Goodness as a Virtue
1.10 The Case for Stewardship
1.11 Spirituality as a Moral Compass
1.12 Making Moral Choices
1.13 Moral Dilemmas – Dimensions of Choice
1.14 Asking the Right Questions

Loredana Abramo
2 Walking the Road to a Diverse and Inclusive Project Team
2.1 Introduction
2.2 Problem Statements
2.3 Measurement Issues: The Stories Told by Data (or Lack Thereof)
2.4 Analyzing Evidence to Diversify and Include Actively
2.5 Implementation: A Dynamic Vision for Diversity, Inclusivity, and Adaptability
2.6 Reflections

Krishanthi Vithana
3 Decent Work and Sustainable Human Capital Management in Responsible Project Management
3.1 Introduction
3.2 Decent Work
3.3 Sustainable Human Capital Management Opportunities
3.4 Human Capital Management Challenges in Project Management
3.5 Dimensions of Decent Work and Sustainable Human Capital Management Practices in a Project Setting
3.5.1 Forms of Work
3.5.2 Conditions of Work
3.5.3 The Feeling of Value and Satisfaction
3.5.4 Decent Work Framework for Project Management
3.6 Recommendations to Promote Decent Work in Project-Based and Temporary Organizations
3.7 Discussion and Conclusion

Section 2: Responsible Project Practice
Rodney Turner
4 Governance, Policy, and Politics
4.1 Introduction
4.2 Governance
4.3 Case Studies
4.3.1 The Øresund Link
4.3.2 Sydney Storm Water Tunnel
4.3.3 The West Coast Mainline Upgrade
4.3.4 Gotthard Base Tunnel
4.3.5 High Speed 2, HS2
4.3.6 Customer Requirements Management
4.3.7 Change of Brand After Acquisition by New Owners
4.4 Policy
4.4.1 Objectives
4.5 Politics
4.5.1 Gotthard Base Tunnel
4.5.2 The Øresund Link
4.5.3 The Sydney Storm Water Tunnel
4.5.4 Change of Brand, One to Orange
4.6 Summary

Shirley Thompson
5 Leadership Development Through Responsible Conversations
5.1 Introduction
5.2 Leadership Development: From Individual to Shared Intention
5.3 Coaching: A Model for Shared Intention and Aired Responsibilities
5.4 Responsible Conversation in Practice: Coaching, Mentoring, Empowering
5.5 Responsible Project Manager Leadership Development
Appendix 1: Considerations for Planning a Responsible Conversation

Reinhard Wagner
6 The Ambivalent Role of Professional Bodies for RPM
6.1 Introduction
6.2 A Critical View of Professional Bodies
6.3 Professional Bodies as Advocates for RPM?
6.4 Professional Bodies’ Practices in Support of RPM
6.5 Conclusion and Outlook
6.6 Reflections

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