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Building Workforce Competencies through Complex Projects

In: Workforce Development

Author

Listed:
  • Andrew Sense

    (University of Wollongong)

  • Senevi Kiridena

    (University of Wollongong)

Abstract

This chapter illuminates the current theories and concepts concerning complexity and the project management workforce competencies necessary to deal with it in projects. It exposes the valuable, yet underutilised, opportunities complex projects may present to develop the knowledge and competencies of a workforce to successfully manage complexity within a project space and across an organisation more generally. The theoretical implications of this analysis imply that more research is necessary to establish a framework of competencies that relate appropriately to the levels of complexity within a project. The practice implications are profound since managing complexity in projects requires a more expansive and divergent set of practitioner skills that move well beyond the baseline ‘technically oriented’ project management skills set. In sum, this chapter highlights the current strengths and weaknesses of extant research and standards concerning complexity in projects and provokes discussion on developing a workforce that is more ‘complexity’ capable.

Suggested Citation

  • Andrew Sense & Senevi Kiridena, 2014. "Building Workforce Competencies through Complex Projects," Springer Books, in: Roger Harris & Tom Short (ed.), Workforce Development, edition 127, chapter 9, pages 153-171, Springer.
    • Handle: RePEc:spr:sprchp:978-981-4560-58-0_9
    DOI: 10.1007/978-981-4560-58-0_9
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    Cited by:

    1. Fred Rugenyi, 2016. "Assessment of the Influence of Project Management Competence on the Triple Constraint in Projects in Nairobi," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(4), pages 295-309, April.

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