Network project management: Visualising collective knowledge to better understand and model a project-portfolio . This is my PhD thesis which was accepted in January 2012. The abstract reads as follows.
This research contributes to the bodies of knowledge in the general management, knowledge management, project management, network analysis, and system dynamics disciplines. The primary contribution is the proof of a holistic business methodology that elicits the capacity of an organisation to engage effectively in its activities, particularly within project-program and project-portfolio environments. The methodology, which I have called Business Network Analysis™, bridges the instrumental and social action management discourses to help managers mobilise and leverage knowledge assets, and to understand their knowledge landscape. It provides any combination of quantitative, qualitative, and graphical answers across the ‘know-how, know-what, know-why, know-who, know-where, know-when, and know-how-much’ business knowledge components.
In project-program and project-portfolio environments the methodology can be used at the level of artefacts, processes, individuals, teams, departments, or organisations to:
Today is Australia Day and I’m in Wellington, New Zealand. Today I was awarded a Conspicuous Service Cross within the Australian National Honours System. The citation reads in part “… for outstanding achievement in project management, strategic reform agenda implementation, and the development and acquisition of an e-health system for Defence”.
