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For more information go to http://www.mspm-stiftung.de or contact Manfred info@mspm-stiftung.de
Prize Award Ceremony of MSPM Foundation for
Inaugural
2012
MSPM Manfred Saynisch
Project Management Innovation
Award
(MSPI Award)
Under the
ICCPM 2012 Research and Innovation Seminar, Lille, 23rd
of August 2012
Documentation
For more information go to http://www.mspm-stiftung.de or contact Manfred info@mspm-stiftung.de
Overview of Presentation and content of Documentation
Introduction and overview of the MSPM-Foundation Manfred Saynisch
(Documentation in Annex 1)
Formal announcement of award recipient Manfred Saynisch
(Documentation in Annex 1)
Laudatory speech Dr Louis Klein
(Documentation in Annex 2)
Handing over of award / Award Presentation
(photo documentation)
Manfred Saynisch
(Documentation in Annex 3)
Presentation of award recipient / Acceptance Speech Prof. Christophe Bredillet
(Documentation in Annex 4)
Press Release - PM World Journal Adj. Prof. Mary McKinlay
(Documentation in Annex 5)
Press Release (Germany) Dr. Dietmar Lange
(Documentation in Annex 6)
Brief description of the MSPM Foundation
Manfred Saynisch established the Manfred Saynisch Foundation for Project Management
(MSPM Foundation) in 2006 with the objective of development professional and creative
research within the scope of the science for the future of Project Management.
The MSPM-Foundation is a legal capacity public foundation and is defeated by the foundation
supervision of the state.
The focus of the MSPM-Foundation is on supporting of a realignment of Project Management
as exemplified by the EPSRC Network "Rethinking PM" (UK) or the research program "Beyond
Frontiers of Traditional Project Management" (Germany).
The purpose of the foundation is to:
• Support research and apprenticeship in the area of project management
• Discover and transfer new knowledge
• Support the inclusion of surrounding subjects of modern sciences; like general and
social system theory, Product-Lifecycle-Management, brain research or the complexity
theory (among others: self-organization, evolution theory)
• Promote innovative and border-crossing ranges of topics which are not supported by
established protagonists / organisations
• Award the "Manfred Saynisch Project management Innovation Award" for
extraordinary performances. This will be awarded for the first time this year.
SPMCONSULT
Annex 1
Prize Award Ceremony
of
2012
MSPM Manfred Saynisch
Project Management Innovation
Award
conducted by
Manfred Saynisch
Founder and CEO of the MSPM-Foundation
ICCPM 2012 Research and Innovation Seminar, Lille, 23. August 2012
SPMCONSULT
Research Programme - The analyzed Sciences IAN
Introduction and idea of MSPM-Foundation I AN
The objective of the "MSPM-Foundation”:• Professional and creative development
• within the scope of the science and research
• for the future of PM
"MSPM-Foundation" First foundation for PM in Germany
2006 establishment of
"Manfred Saynisch Foundation for Project
Management”
( “MSPM-Foundation" )
Copyright © 2012 b y MSPM-Foundation
SPMCONSULT
Focus of MSPM-Foundation • Support of a realignment of Project Management
As exemplified by
• EPSRC Network "Rethinking PM" (UK)
or
• The research programme
"Beyond Frontiers of Traditional Project Management"
(Germany).
MSPM-Foundation • Having a legal basis • Foundation under public law.
Research Programme - The analyzed Sciences IAN
Introduction and idea of MSPM-Foundation II AN
Copyright © 2012 b y MSPM-Foundation
SPMCONSULT
Research Programme - The analyzed Sciences IAN
Introduction and idea of MSPM-Foundation III AN
• Promotion of innovative and border-crossing ranges of
topics,
“the Work outside the Mainstream Approach”,
not yet supported by established protagonists or
organisations
• Awarding of "Manfred Saynisch Project Management
Innovation Award” for extraordinary achievements .Copyright © 2012 b y MSPM-Foundation
Purpose of the foundation:
• Support of research & education as well as discovery &
transfer of new knowledge.
• Support of the inclusion of surrounding research fields
within modern sciences – e.g. social systems theory, brain
research, complexity theory (self-organization, evolutionnary
theory),
SPMCONSULT
Research Programme - The analyzed Sciences IAN
Introduction and idea of MSPM-Foundation IV AN
I would be happy to accept donations or allowances
Copyright © 2012 b y MSPM-Foundation
The MSPM-Foundation has now this year the opportunity
• to award a prize
Therefore the
Manfred SaynischProject Management Innovation Award
“MSPI-Award”
was created, which will be awarded for the first time this year.
Further awards depends on • the progression of interest earnings of its real estate • or the receipt of donations.
SPMCONSULT
Research Programme - The analyzed Sciences IAN
Announcement of award recipient IAN
Copyright © 2012 b y MSPM-Foundation
Winner of the award in 2012
is
Christophe N. BredilletPhD, DSc, MBA
Announcement of the laureate
for the “MSPI-Award”
He is awarded the prize for his contribution to
A philosophy of science
with respect to project management
SPMCONSULT
In the Age of
• Emerging a radical Rethinking
of Project Management Concepts,
like „Second Order Project Management“,
it is important to get support by an
• epistemological framework condition
which helps to “think the right things”.
The philosophy of science,
• outlined by Christophe Bredillet,
represents such framework condition
Research Programme - The analyzed Sciences IAN
Announcement of award recipient IIAN
Copyright © 2012 b y MSPM-Foundation
SPMCONSULT
Laudatory speechAN
Copyright © 2012 b y MSPM-Foundation
The laudatio
will be held by
Louis Klein
Laudation
Louis is Vice President of the ISSS
SPMCONSULT
Laudatory speechAN
SPMCONSULT
Handing over of awardAN
Handover of the
2012 MSPI-Award
to
Christophe N. Bredillet
Copyright © 2012 b y MSPM-Foundation
SPMCONSULT
Presentation of award recipientAN
Presentation
on the prized work
by
Christophe Bredillet
Copyright © 2012 b y MSPM-Foundation
SPMCONSULT
AN
Presentation of award recipient
SPMCONSULT
Thank you
for your
attention
SPMCONSULT
SPMCONSULT
Contact:
Dipl.-Ing. Manfred Saynisch
CEO MSPM-Foundation for Project Management
MSPM-Foundation, c/o SPM-CONSULT
Dueppeler-Str. 19, 81929 Munich / Germany
Tel: +49 89-93 93 09 51;
E-Mail: stiftung@spm-consult.de
E-Mail: 'info@mspm-stiftung.de'
http://www.mspm-stiftung.de
Annex 2
Prize Award Ceremony of MSPM Foundation
for
Inaugural
2012
MSPM Manfred Saynisch
Project Management Innovation
Award
(MSPI Award)
Under the
ICCPM 2012 Research and Innovation Seminar, Lille, 23rd
of August 2012
Laudation
for the award winner
Christophe N. Bredillet
by
Dr. Louis Klein
Systemic Excellence Group, Berlin
© Copyright 2012, by Louis Klein, Berlin
FOUNDATION
Laudatory speech:
Dear Ladies and Gentlemen,
Dear cunning project practitioners and knowledgeable scientists,
I met him first on the rooftop terraces of a fancy hotel in Singapore at the ICCPM
Knowledge Sharing Forum, a jolly fellow, happy as the day is long. He was wearing a
Hawaii shirt and Bermuda shorts and carried a smile of wisdom and amusement
overlooking the crowd of high profile project managers and scientists. - I am not quite
sure whether my recalling meets the facts in all details, however, this is the image I took
away from the scene, an image that for me is now tightly linked to Christophe Bredillet.
A professor now, and Director of the Project Management Academy at Queensland
University of Technology, Christophe Bredillet has been around in the field of strategy,
programme and project management since 1984. Lately, from September 2010 till
November 2011 he worked as a senior expert of the World Bank for an international
development programme (capability building) for the government in Senegal.
Before this, from June 1992 to June 2010, he was the provost and& dean, and director of
the postgraduate programmes and& studies. As well he was professor and head of the
school for "Strategic Management & Project, Programme and Portfolio Management" all
here at this very school, the ESC Lille, respectively the SKEMA Business School.
This superb week of shared learning and exchange, we are experiencing right now, dates
back to his initiative. Without Christophe Bredillet we would not be here.
Before joining academia, he worked as a consultant for PA Consulting, as International
Marketing Director for the Golf division of Salomon, and in Mergers & Acquisitions for
Crédit Lyonnais.
Christophe Bredillet knows the trade. He has been Executive Editor of the Project
Management Journal (Wiley) since May 2004. He has been member of the International
Academic Editorial Board of the International Journal of Managing Projects in Business
since 2007, and reviewer for the International Journal of Project Management since
2002. He is strongly involved in project management professional associations and
research networks like:
• Association for Project Management (APM),
• International Centre for Complex Project Management (ICCPM),
• International Project Management Association (IPMA),
• Project Management Association of Japan (PMAJ),
Academy of Management (AoM),
• European Academy of Management (EURAM),
• The International Research Network on Organizing by Projects (IRNOP),
to mention just a few.
He has been a member of the review committee for PMI from 2000 to 2012, since 2002
for Research Conference, IRNOP, since 2004 for EURAM as Project Management co-track
Chair and since 2001 for the Academy of Management Conference .
He founded the Lille PMI Chapter and was its President from 2000 to 2009.
And today it is by far not the first time he is rewarded for his contributions to the field.
Since 2002 he has received not less than five research honours and awards.
Impressive all of this, isn’t it. However, this is not why we are going to award him today.
On his website he describes his research activities as:
• being grounded on situational and praxeological approaches,
on ontological pluralism, on constructivist and
subjectivist epistemological perspectives.
• His theoretical grounds include Complexity Theory,
new organisational institutionalism and Convention Theory.
This is certainly not what we would call the “mainstream” approach to project
management research. And this is not only because this sounds, admittedly, a bit
academic and rather complicated.
The virtue of Christophe Bredillet’s work lies on the contrary with his very concern for
the reality of practice.
We do not get our heads around project management if we simply ask: What is project
management? This would assume that project management possesses ontological
qualities like we see it in physical sciences or engineering. Instead we may ask: What do
we think that project management is? And if we do so, we come much closer to what
Christophe Bredillet calls a complex integrative knowledge field.
What he is promoting is to conceptualise project management as a meta-approach which
looks at the different ways to think about project management, their coexistence and the
implications out of that.
When Christophe Bredillet writes about of nine schools of project management, for me
the image of the jolly fellow in the Hawaiian shirt, and the Bermuda shorts pops up, and
there is the image of this knowing smile.
Five, seven and nine always works. That is what I learnt in contact with one of the large
management consultancies. And whenever we had a list of eight observations or six
bullet points on the Power Point slide it was always easy to come up with the additional
one to recreate the odd number. And there is the image of this knowing smile.
Christophe Bredillet’s concern it is not the number or the nature of these different
schools of thought, which are so important to the researcher. It is their coexistence, their
interplay, and their use in the field which lie at the very heart of his epistemological
concern.
The focus is on the practice and the ways this very practice generates knowledge about
itself. How does a practice observe itself, and describe itself? How do processes of sense-
making and meaning creation promote what we may call a praxeology, and what
eventually generates and perpetuates the conventions of project management?
If we look at the research into management practice, we are at the forefront concerned
with two challenges. Firstly, how can we use the data that is generated for example by
managers or consultants reflecting upon their own activities? This points into the
direction of auto-ethnography and puts the question of subjectivity back on stage.
Christophe Bredillet likes this and he likes to refer to Michael Polanyi and his
epistemological position. All knowledge is subjective. And as Christophe Bredillet points
out, it is not so much the positivistic reductionism looking for objectivity that promises
advances. It is the commitment to the complexity and inter-subjectivity of the field that
deserves the focus of attention.
I personally like the joke about the second challenge in management sciences, which is
the question: How and what can we learn about the discourse resulting from managers
talking about books they haven’t read? Scientifically we call this discourse practice
analysis. Since whatever is relevant to the practice should be relevant to the research.
This changes the perspective in academic research. It is not so interesting what the
theory says about the practice as it is interesting to learn about the ways the practice
makes use of the theories. And using the word “theory” in its plural is not a mistake.
Rather than one big unifying theory we see a lot of different, partially contradictory
theories in use in the field. And this is what project management as a science is all about.
We may say, leaning towards one of the great thinkers of the 20st century, Forrest
Gump: Project management is as project management does.
Christophe Bredillet will, to use the words of Manfred Saynisch, be awarded for his
ground breaking research for a philosophy of science in favour of Project Management.
He has developed ambitious and trend-setting scientific requirements for a new
perspective and a new approach in PM research in order to meet the
volatile, uncertain, complex and ambiguous reality of projects and their management.
These requirements were based on inductive knowledge, qualitative paradigm,
constructivist epistemology, speculative thoughts and non-traditional logic. They
will move beyond the classical management perspective, based on deductive knowledge,
quantitative paradigm and positivist epistemology.
Furthermore he proposed an alternative epistemological perspective, both to positivism
and constructivism, in which project management can be considered as both an art and
a science.
The results of this ground-breaking research were primarily published in the following
papers:
• "Beyond the positivist mirror: Towards a Project Management “Gnosis“", at IRNOP
VI, 2004
• "The link Research-Practice: A Matter of "Ingenium" - Part 1-3", in the editorial of
PMJ, Sept. 2006 - March 2007
• "Mapping the dynamics of the Project Management - Part 1-5", in the editorial of PMJ,
Dec. 2008 - March 2010
• "Blowing Hot and Cold on Project Management", in PMJ, June 2010
A matter of "Ingenium" it is, I would say, that Christophe Bredillet will now receive the
Inaugural, 2012 MSPM Manfred Saynisch Project Management Innovation Award from
Manfred Saynisch himself and afterwards we will be rewarded with a journey into
Christoph Bredillet’s ingenious thinking, by the award winner himself.
Christophe, congratulations for the award and thank you for leading the path.
Louis Klein
Dr Louis Klein is a leading expert in the field of
systemic change management and complex
project management on a global, cross-
cultural stage. He is the founder of Systemic
Excellence group and since 2001, its president
and CEO.
Dr Klein studied management sciences,
cybernetics, sociology, anthropology,
psychology, philosophy, politics and
economics at universities in Germany and the
UK. Dr Klein holds a PhD in systems theory-
based sociology. He is chairman of the Focus
Group on Social and Cultural Complexity with
the International Center for Complex Project
Management (ICCPM). He was Vice
President of the International Society for the
Systems Sciences (ISSS) and is currently
director at the World Organisation of Systems
and Cybernetics (WOSC). He is member of the
German Society for Political Consultants
(degepol). He served as Head of Project
Studies at Humbold-Viadrina School of
Governance, and faculty of the Berlin School
of Creative Leadership. In 2010 Dr Klein was
awarded the Inaugural Research Prize of the
International Centre for Complex
Project Management for his works on social complexity in project
management. Louis Klein is a long distance runner and mountaineer, a
wine lover and wannabe accordionist. He is father of two children and
lives in Berlin-Mitte.
Contact:
Systemic Excellence Group
Independent Think Tank for Leading Practice
Dr. Louis Klein
Louis.Klein@segroup.de
Marienstraße 20
10117 Berlin-Mitte
www.SEgroup.de
Dipl.-Ing. Manfred Saynisch
CEO MSPM-Foundation for Project Management
MSPM-Foundation, c/o SPM-CONSULT
Dueppeler-Str. 19, 81929 Munich / Germany
Tel: +49 89-93 93 09 51;
E-Mail: stiftung@spm-consult.de
E-Mail: 'info@mspm-stiftung.de'
http://www.mspm-stiftung.de
Annex 3
Prize Award Ceremony of MSPM Foundation
for
Inaugural 2012 MSPM Manfred Saynisch
Project Management Innovation Award
(MSPI Award)
Under the
ICCPM 2012 Research and Innovation Seminar, Lille, 23rd
of August 2012
Photographic Documentation
of
Handing over of Award / Award Presentation
From left: Manfred Saynisch (CEO MSPM-Foundation), Christophe Bredillet (Award winner)
FOUNDATION
From left: Manfred Saynisch,( CEO MSPM-Foundation), Christophe Bredillet (Award winner),
Louis Klein (Laudator).
From left: Stephen Hayes, (Host, CEO ICCPM), Manfred Saynisch (CEO MSPM-Foundation),
Christophe Bredillet (Award winner), Louis Klein (Laudator), Barbara Alt-Saynisch (Member of the
board MSPM-Foundation).
Photos: Steve Raue
Annex 4
Prize Award Ceremony of MSPM Foundation
for
Inaugural 2012 MSPM Manfred SaynischProject Management Innovation Award
(MSPI Award)Under the
ICCPM 2012 Research and Innovation Seminar, Lille, 23rd of August 2012
Presentation of award recipient / Acceptance speech
Complex Project Management
Towards a Praxeological & 2nd Order Approachby
Professor Christophe Bredillet, PhD, D.Sc
© Copyright 2012, by Christophe Bredillet
Complex Project Management
Towards a Praxeological & 2nd Order approach
Professor Christophe Bredillet, PhD, D.Sc.
Director, Project Management Academy
Queensland University of Technology
A system of systems !
• A call for perestroika
• What’s the hell is Praxeology?
• A difference that makes a difference
• Concluding question…
…Ordo ab Chao or “The tail that wags the dog that wags the
tail”?
A CALL FOR PERESTROIKA
’Plato and Aristotle [...] asked: “How should one live?”, and that question
is as pressing now as it was in 400 BC’ (Putnam and Putnam, 1996, p. 14).
Questioning the rationalism
• “Those who expect a ‘social-scientific Newton’ to
revolutionize this young PM field ‘are not only waiting for a
train that will not arrive, but are in the wrong station
altogether’.” (Hodgson, 2002, p. 809; Giddens, 1993, p. 18).
Back to the Future
• “The past decade has witnessed a number of interesting shifts
in the way people think about organizations …this new
antithetical thinking can be interpreted as the re-surfacing,
or recovery, of certain strands of Aristotelian philosophy,
strands that were marginalized with the rise of scientific
rationalism in the 17th century, before management and
organization studies, as we tend to conceive of them,
began.” (Tsoukas & Cummings, 1997, p. 655)
Mode of Action & Knowledge
1. Theoria (end goal: knowledge for its own sake, Truth) involves Episteme (scientific knowledge, universal, invariable, context independent and based on general analytic and positivist rationality).
2. Poiesis (end goal: production of some artefact) involves Techne (craft/art, pragmatic, variable, context dependent, based on practical instrumental rationality governed by conscious goal);
3. Praxis (end goal: practical wisdom, action) involves Phronesis(Ethics, Politics, deliberation about values, pragmatic, variable, context dependent, based on practical value-rationality). “Phronesis is that intellectual activity most relevant to Praxis”.
Beyond the Gap Practice –Theory
• "The human and the social sciences do not differ from natural
ones primarily because they deal in what are called social
constructions, or because they require 'Verstehen' rather than
explanation, prediction and control. They differ because there
is a dynamical interaction between the classifications
developed in the social sciences, and the individuals or
behaviour classified." (Hacking, 2002b, p. 10).
• Redefining the dichotomy "scholars" vs. "managers/workers“:
PraXitioners and praxeologicial style of reasoning, defined as
being the "study of human action and conduct“.
WHAT THE HELL IS PRAXEOLOGY?
Anthology
• The word praxeology is accredited to Louis Bourdeau in his
"Théorie des sciences" (1882, last but one chapter).
(Ostrowski, 1967, p. 21).
• But this comprehensiveness recovers a diversity of
perspectives.
Praxeological perspectives & associated stancesAction
Praxis
(including its own ends)
Poeisis
(producing external ends)
Means-ends
Phronesis
(process and choice united to the
performer, ethics, power and
politics,
constant reappraisal of the
relationship meand-ends)
Stance: "Author"
(situation, relations,
intersubjectivity, diachronic,
history)
Clinical sociology, direct
observation of critical or extreme
events, investigation of the
complexification process rather
than the complexity state or as a
characteristic)
(e.g. Morin, Gadamer)
Stance: "Partner"
(intersubjectivity, clinical
situations, interactions, history)
(Optimization of action, decision
support, problem solving, change,
evaluation)
(e.g. Daval)
Genesis
(production untied to the
performer
relationship means-ends is
constant)
Stance: "Actor"
(communicative action,
interpersonal communication,
practical reason, efficiency)
(Phenomenological intent,
imagination, affectivity, sensibility,
non rationality)
(e.g. Habermas)
Stance: "Agent"
(action effectiveness,
rationalization, systematization,
optimization)
(Production of "objects", expert –
systems)
(e.g. Von Mises / deductive
approach)
(e.g. Kotarbinski / inductive
approach)
• As Piaget so aptly remarked, ‘intelligence organizes the world
by organizing itself’ (quoted in von Glaserfeld, 1984: 24).
• Following this reasoning, one way of viewing organizations as
complex systems is to explore complex ways of thinking
about organizations-as complex systems; in this article we
explicate this view, which we call second-order complexity.
Tsoukas & Hatch, 2001, p. 984
Logico-scientific mode
/
"operational" mode
Narrative mode
/
"project" mode
Objective (Bruner) Truth Verisimilitude
Central problem
(Bruner)
To know truth To endow experience with
meaning
Strategy (Bruner) Empirical discovery guided by
reasoned hypothesis
Universal understanding
grounded in personal
experience
Area of focus
(Declerck)
Repetitive activities Non repetitive activities
Method (Bruner) Sound argument
Tight analysis
Reason
Aristotelian logic [we would say
rather, Platonic logic which is
deductive, Aristotelian logic
being inductive and abductive]
Proof
Good story
Inspiring account
Association
Aesthetics
Intuition
Method (Declerck) Analytical
Statistical
Deductive / predictive logic
Inductive / projective logic
Qualitative
Fuzzy
Computable or impossible
abductive / anticipative &
projective logic
Logico-scientific mode
/
"operational" mode
Narrative mode
/
"project" mode
Objective (Bruner) Truth Verisimilitude
Key characteristics
(Bruner)
Top-down
Theory driven
Categorical
General
Abstract
De-contextualized
Ahistorical
Non-contradictory
Consistent
Bottom-up
Meaning centered
Experiential
Particular
Concrete
Context sensitive
Historical
Contradictory
Paradoxical, ironic
Key characteristics
(Declerck)
Planed actions
Masked actors
Process
Rational
Algorithmic
Anhistoric (reversibility)
Cooperation
Stable and making one feel
secure
Creative actions
Unmasked actors
Praxis
Para-rational
Mosaic
Historic (irreversibility)
Confrontation
Rich, ambiguous, instable
Limits and
correctives
(Tsoukas& Hatch,
2001, p. 993)
Limits of logico-scientific
knowledge (if … then)
- imperfect generalizations
- Tacit justification
- Requires consistency and non-
contradiction
Correctives / Propositional
knowledge (there… then)
- Contextuality and reflexivity
- Expression of purposes and
motives
- temporal sensitivity
Narrative, history and story
• Etymology of the words "story" and "history": through their
Greek and Latin origins, they conveyed a similar meaning
(relation of incidents (true or false), narrative of past events,
account, tale, story; a learning or knowing by inquiry; an
account of one's inquiries, history, record, narrative) and the
historian was "a wise man, a judge, able to know and see".
Furthermore it is of great interest to note, with regards to
power and values in project situations, that "story" became
a euphemism for "lie" around 1690s.
• Narrative thinking and approach are ideally suitable in order
to integrate the general and particular through stories and
history. (Taylor, 1985; Neustadt & May, 1986; Ricoeur, 1991;
Griffin, 1995).
Gaussian & Paretian worlds
Boisot, M., McKelvey, B. (2010). Integrating Modernist and Postmodernist
Perspectives on Organizations: a Complexity Science Bridge, 35(3): 415—433.
F=N-β, where F is frequency, N is rank/size
(the variable), and β, the exponent, is
constant.
Praxeological Inquiry & Complexity Discourse
• How can praXitioners accommodate paradoxical perspectives
and possible contradictions?
– "By generating and accommodating multiple inequivalent
descriptions [an increase of 'variety'] practitioners will
increase the complexity of their understanding and,
therefore, will be more likely, in logico-scientific terms, to
match the complexity of the situation they attempt to
manage (Bruner, 1996), or, in narrative terms, to enact it
(Weick, 1979)." (Tsoukas & Hatch, 2001, p. 987).
Praxeology mediating role
• Praxis and phronesis, in their mediating role - as developed
above - serve as focal point (Habermas, 1973, p. 20),
between the logico-scientific and the narrative mode, and
have been recognised as "emancipatory" (Habermas, 1971,
p. 314; Gadamer, 1975) , and offering "a way of reflecting on
disjuncture between the formal rationality and the
substantive rationality" (Kondrat, 1992, p. 253).
Mapping Complexity & MethodologyArea of Action /
Knowledge
Power-Law
distribution
(Boisot & McKelvey,
2010, p. 416)
Ashby Space area
(Boisot & McKelvey,
2010, p. 421)
Modes of thought
(Bruner, 1986, 11—43)
Social Sciences
(Tsoukas & Hatch, 2001,
p. 984)
Complexity Theory
(Tsoukas & Hatch, 2001,
p. 984)
Poeisis / Techne
Theoria / Episteme
Gaussian world (mean,
standard deviation,
variance)
Atomistic ontology
Deductive, inductive
approaches leading to
prediction.
Ordered regime Logico-scientific mode
Modernism
(Waldrop, 1992;
Holland, 1995;
Colander, 2006)
Objective world
Variance Models (Mohr,
1982)
First-order complexity
Observer "independent"
Natural and Biological
Systems Models
(Holland, 1995, Stacey,
1996; Pich et al., 2002;
Boisot & McKelvey,
2010)Theoria / Episteme
Praxis / Phronesis
Paretian world
Connectionist ontology
Scalable abductive
approaches leading to
anticipation (Boisot &
McKelvey, 2010, p.
426—427) or
"prescience" (Corley &
Gioia, 2011, p. 13)
(See also "future-
perfect" (Pitsis, et al.,
2003, p. 574)
Complex regime
Narrative mode
Postmodernism
(Pre-modernism)
(Kuhn, 1962; Berger &
Luckmann, 1966;
Derrida, 1978; Rorty,
1980, 1989; Lyotard,
1984, Morgan, 1997)
Social construction of
the World
Middle range theories
(Merton, 1949)
"Petits récits" (Lyotard,
1984)
Qualitative accounts
- narrating organizations
(e.g. case studies)
- Collecting stories
(storytelling)
- organization as
narration (interpretive
organizational research
rooted in literary
theory)
(Czarniawska, 1997a;
1997b; 1998)
Second-order
complexity
Observer "dependent"
Middle-level theorizing
(Gell-Mann, 2002, p. 23)
Interpretive
methodology
(Rorty, 1989)
Praxis / Phronesis Chaotic regime
A DIFFERENCE THAT MAKES A DIFFERENCE
• Call for a Perestroika: offer a balanced praxeological view
(praxeology defined as study or science of human actions and
conduct, praxis, phronesis and practices) of the above-
mentioned dichotomy between social and natural science
approaches
• praxeological inquiry – ‘inventor’s paralogy’ rather than
‘expert’s homology’ only (Lyotard, 1984, p. xxv) and “‘faulty’
logic that spawns invention” (Feyerabend, 1987 in Tsoukas &
Cummings, 1997, p. 673) – as a possible meta-approach
enabling level 3 acting & learning (Bateson, 1973) – to make a
difference that makes a difference.
• Question 1: Are the research approaches used appropriate for
generating contributions that matter to both theory and
practice with regards to what a ‘project’ is or to what do we
do when we call a specific situation ‘a project’?
• To the ontological question, I advocate to consider "Project
Management-as-Praxis"
• Tensions and Paradoxes
– 1- project—action: between product (poesis) and process (praxis) and 2 – project—actor: between individual and collective actors.
• “Ontological Argument” about the non-paradigmatic nature of project management
– “As soon as we name a situation "project" we create it. But naming alone ('say') is never enough and "for a name to begin to do its creative work, it needs authority. One needs usage within institutions. Naming does its work only as a social history works itself out." (Hacking, 2002b, p. 8).
• Project management – as – Praxis: “Reconnecting Means and Ends, Facts and Values” (Tsoukas & Cummings, 1997, p. 668).
• Knowledge that matters – phronesis, practical wisdom
(Parsons, 2011) – could be consequently developed through
praxeological inquiry (praxeology being defined as science of
human action, praxis guided by phronesis in situation, and
being the focus of inquiries (Petruszewycz, 1965, p 12, Smith,
1999, 2011, p. 3).
• Question 2: On the basis of which intellectual virtues is the
knowledge generated and what is the impact for theory and
practice?
• To the epistemological question, I propose to contemplate
"Knowing-as-Practicing"
• The relations between Theory and Practice
• Mediating Theory – Practice: the role of a praxeological style
of reasoning and mode of inquiry > Knowing-as-Practicing
Theory – Practice and modes of inquiry
�
Theory Practice
Theory
(episteme, techne,
phronesis)
4 - knowledge 'from' practice (poeisis / techne;
praxis / phronesis)
6 - knowing 'as' practicing (theoria / episteme,
poeisis / techne, praxis / phronesis) -
2 - knowledge 'for' practice (techne, episteme /
poeisis)
3 - knowledge 'in' practice (techne episteme /
poeisis)
5 - knowing 'in' practice (poeisis / techne; praxis /
phronesis)
6 - knowing 'as' practicing (theoria / episteme,
poeisis / techne, praxis / phronesis)
Practice
(theoria, poeisis, praxis)
1 - knowledge 'about' practice (techne, episteme
/ poeisis)
4 - knowledge 'from' practice (poeisis / techne;
praxis / phronesis)
5 - knowing 'in' practice (poeisis / techne; praxis /
phronesis)
6 - knowing 'as' practicing (theoria / episteme,
poeisis / techne, praxis / phronesis)
3 - knowledge 'in' practice (techne, episteme /
poeisis)
5 - knowing 'in' practice (poeisis / techne; praxis /
phronesis)
6 - knowing 'as' practicing (theoria / episteme,
poeisis / techne, praxis / phronesis)
• I argue that a praxeological style of reasoning, epistemic script
and mode of inquiry is appropriate to project situations.
• Considering Project Management as Praxis, involves
recognizing a pluralistic view for knowledge (co)production
and transfer, the role of the 'praXitioner'.
• Question 3: Are the mode of action of the practitioners
‘prudent’ and are they differentiating or reconcile abstract
rationality from situated reasoning, espoused theory from
theory-in-use with regards to the mode of action they adopt
in particular project situations?
• To the praxeological question, I recommend prudent action
(praxis guided by phronesis) linking ex ante and ex post
understanding of the context and integrating deliberation
and understanding into the "moment" of action.
• "what do rigor and relevance mean in [project]
management?" [that is under conditions of uncertainty.
• Action and Uncertainty
• Prudence: standards or Verstehen?
– By contrast, to the pseudo-quantitative or mathematical
methods, which distort and oversimplify, human action is
accomplished by the use of “Verstehen” “the intuitive
quickness of enlightened understanding”. (Schütz, 1964,
p. 4). This can be related to “Ingenium” “an ‘intelligent’
action, ‘ingenium,’ this mental faculty which makes
possible to connect in a fast, suitable and happy way the
separate things” Giambattista Vico (1708).
Mapping risk/uncertainty to Ashby space and
areas of action / knowledge
Risk/Uncertainty Power-Law distribution
(Boisot & McKelvey, 2010,
p. 416)
Ashby space area
(Boisot & McKelvey,
2010, p. 421)
Area of Action /
Knowledge
Risk 1 (objective
probability)
Gaussian world (mean,
standard deviation,
variance)
Atomistic ontology
Ordered regime Poeisis / Techne
Risk 2 (statistical
probability)
Poeisis / Techne
Theoria / Episteme
Uncertainty 1 (known
unknowns – subjective
probability)
Paretian world
Connectionist ontology
Complex regime Theoria / Episteme
Praxis / Phronesis
Uncertainty 2 (unknown
unknowns –
unpredictability)
Chaotic regime Praxis / Phronesis
Theorising Risk and Uncertainty in Social Enquiry: Exploring the Contribution
of Frank Knight
Jarvis, Darryl S L
History of Economics Review; Summer 2010; 52; ProQuest Central
Page 1
• The Aristotelian teleological understanding of the world
implies to consider individuals and objects according to the
purposes they have and the role they have to play.
• Judging the contextual uncertainty is a goal-oriented and
reflective intuitive process and not a rational one in a
'controlled environment'
• A consequence of the teleological understanding is that there
are no abstract or ahistorical individuals, but persons
defined by and interacting with historical, social, cultural
context. (MacIntyre, 1985, p. 57—59).
• "Praxis is the form of reasoning appropriate to social,
political, or other interactive contexts in which the individual,
drawing on experience to provide a grasp of the immediate
situation, reasons how to act prudently and correctly in a
given set of circumstances. Prudence supersedes
effectiveness as the relevant virtue in such cases. Indeed, the
prudent person may be called on to make choices among
several potentially effective (or equally ineffective) courses of
action." (Kondrat, 1992, p. 239).
ORDO AB CHAO OR “THE TAIL THAT WAGS THE
DOG THAT WAGS THE TAIL”?
To not conclude…
• "Knowing-as-Practicing" in the context of "Project
Management-as-Praxis" requires therefore phronesis,
practical wisdom, or prudence and hence the PraXitioner to
be a Phronimos!
• Emancipation, that is becoming a Phronimos, comes
therefore from a praxeological inquiry resting on
hermeneutics of the Book of the World.
• Lastly: Ordo ab Chao or “The tail that wags the dog that
wags the tail”?
Contact:
Professor Christophe Bredillet
Director, Project Management Academy
Queensland University of Technology (Australia)
Science and Engineering Faculty,
Civil Engineering and The Built Environment,
Project Management Academy
Phone: +61 7 3138 9257
Fax: +61 7 3138 1170
Email christophe.bredillet@qut.edu.au
Dipl.-Ing. Manfred Saynisch
CEO MSPM-Foundation for Project Management
MSPM-Foundation, c/o SPM-CONSULT
Dueppeler-Str. 19, 81929 Munich / Germany
Tel: +49 89-93 93 09 51;
E-Mail: stiftung@spm-consult.de
E-Mail: 'info@mspm-stiftung.de'
http://www.mspm-stiftung.de
Annex 5
Press Release
(English)
Published in
PM World Journal Volume 1, Issue 2 September 2012 http://pmworldjournal.net/
Laudation for Christophe Bredillet for Inaugural 2012 Manfred Saynisch Project Management Innovation Award,
By Mary McKinlay in UK
23rd of August 2012, Lille, France – On the 22nd of August 2012 at the Research and Innovation
Seminar of the International Center for Complex Project Management (ICCPM) held at the SKEMA
Business School in Lille, the audience was delighted to hear an address from Manfred Saynisch
updating his work on the New Order of Project Management.
Manfred Saynisch is an award-winning researcher in Project Management, co-author of “Beyond the
Frontiers of Traditional Project Management” and he also announced the establishment of the
Manfred Saynisch Project Management Foundation. He has established this to promote research and
development of new ideas in PM. Stephen Hayes, CEO of the ICCPM, emphasised the importance of
the work of the Manfred Saynisch Project Management Foundation for the development of ground-
breaking advances in project management and their benefits for complex project management.
On the 23rd August the Winner of the inaugural, 2012 Manfred Saynisch Project Management
Innovation Award was announced as Professor Dr Christophe Bredillet. Manfred Saynisch, in his
introduction to the award spoke of Christophe’s ground breaking research for a philosophy of
science promoting Project Management.
Manfred’s announcement was followed by a laudatory speech given by Dr Louis Klein of the Systemic
excellence Group (Berlin). In his speech Louis highlighted the essence of Bredillet’s work as shifting
the research focus from the ontological “What is project management?” to the praxeological and
consequently more systemic question: “What do we think that project management is and what are
the practical implications of this thinking for the project management practice”.
Following this speech, which combined a tribute to the serious work of Christophe Bredillet with
some good humoured references to a Hawaiian shirt, Christophe delivered an erudite and thought –
provoking presentation of his research.
From left to right: Manfred Saynisch, Christophe Bredillet, Louis Klein
The inaugural, 2012 Manfred Saynisch Project Management Innovation Award was accredited to
Christophe Bredillet. The award winner was, according to Manfred Saynisch, awarded for his ground
breaking research for a philosophy of science in favour of Project Management. In his laudatory
speech Louis Klein highlighted the essence of Bredillet’s work as shifting the research focus from the
ontological “What is project management?” to the praxeological and consequently more systemic
question: “What do we think that project management is and what are the practical implications of
this thinking for the project management practice”.
The award ceremony took place on the 23rd of August 2012 at the Research and Innovation Seminar
of the International Center for Complex Project Management (ICCPM) at the SKEMA Business School
of ESC Lille. Stephen Hayes, CEO of the ICCPM, emphasised the importance of the work of the
Manfred Saynisch Project Management Foundation for the recognition of ground-breaking advances
in project management and their benefits for complex project management.
About the Author
Mary McKinlay is a Trustee and Board Member for both the Association for Project Management
(APM) in the UK and the International Centre for Complex Project Management based in Australia.
Following a degree in Systems Engineering, Mary’s career has encompassed working on large
multinational projects as well as internal IT projects. She is a project management practitioner and,
after 30 years in aerospace and defence , founded Mary McKinlay Projects
Ltd in September 2005.
In 2005, Mary was appointed as an Adjunct Professor of Project
Management at Skema in France where she teaches at the Lille and Paris
Campuses. She also works as a Visiting Professor for the EMBA Course in
Complex Project Management at Queensland University of Technology in
Australia, in addition to working as a teaching fellow at the National Centre for Project Management
at the University of Middlesex in the past year.
Her industrial experience has been complemented by work on research programmes, involving
collaboration internationally between industry and academics. She has produced many papers and is
a frequent conference speaker worldwide. The job of interesting young people in engineering
careers is a passion of hers and she is also a STEM Ambassador with special responsibilities as a
Bloodhound Ambassador (Bloodhound SSC project).
Annex 6
Press release (Germany)
Sternstunden des Projektmanagements
Erster MSPI-Award geht an Prof. Christophe Bredillet
Am 22. -23. August 2012 veranstaltete das International Center for Complex Project Management (ICCPM, www.iccpm.com) sein jährliches „Research and Innovation Seminar (R&I Seminar)“ in Lille (Franreich). Es war eingebettet in das international renommierte EDEN Doctoral Seminar der SKEMA Business School /Uni Lille (Frankreich), gegründet von Prof. Christophe Bredillet (u.a. Chefredakteur PM-Journal, PMI/Wiley-USA) und heute geleitet von Prof. Rodney Turner (Chefredakteur Internat. Journal of PM, IPMA). Hier treffen sich zahlreiche Doktoranden aus aller Welt und diskutieren ihre Arbeiten mit führenden Wissenschaftlern und bedeutenden Praktikern aus Amerika, Asien und Europa. Das diesjährige Leitthema war „Projectification of Society“. Projektmanagement 2. Ordnung (PM-2)
Am ersten Tag des R&I-Seminars von ICCPM begeisterte Manfred Saynisch das Publikum mit seinem Vortrag über die Fortschreibung seines Konzepts zum PM-2 „Second Order Project Management (PM-2) for mastering complex projects" [1]. Prof. Hiroshi Tanaka (Gründer der japanischen PM-Gesellschaft PMAJ) zeigte sich sehr interessiert an den neuen Sichtweisen und diskutierte Vergleiche mit dem neuen japanischen Konzept des „P2M“.
Das Konzept des PM-2 von Manfred Saynisch mit dem zugehörigen Forschungsprogramm „Neue Wege im PM“ wurde mit drei internationalen Forschungspreisen ausgezeichnet. 2007 wurde es mit dem damals erstmals vergebenen „IPMA Research Award“ ausgezeichnet sowie 2010 mit den ebenfalls erstmals vergebenen „ICCPM Research Prize for Complex Projects“ (zusammen mit Arbeiten von Dr. Thomas Baumann und Dr. Louis Klein für eine größere Arbeit aus dem Forschungsprogramm „Neue Wege im PM“). Ferner wurde für die Arbeiten zum PM-2 in 2011 der "Project Management Journal Paper of the Year Award" des Project Management Institut (PMI) verliehen. PMaktuell berichtigte mehrfach darüber [2]. MSPM-Stiftung (www.mspm-stiftung.de)
In seinem Vortrags zum PM-2 gab Manfred Saynisch auch bekannt, dass er eine Stiftung für Projektmanagement gegründet habe, die „Manfred Saynisch Stiftung für PM (MSPM-
Stiftung)“. Zweck dieser Stiftung ist die Förderung von Forschung und Entwicklung von neuen Ideen und Konzepten im PM, wie es beispielsweise das PM-2 Konzept darstellt. Stephen Hayes, CEO des ICCPM, betonte die Bedeutung der Arbeiten von Manfred Saynisch zum PM-2 Konzept sowie der MSPM-Stiftung für die Anerkennung bahnbrechender Fortschritte im Projektmanagement und deren Konsequenzen für das Feld des komplexen Projektmanagements. Erstmalig konnte in diesem Jahr der „Manfred Saynisch Project Management Innovation Award (MSPI-Award) vergeben werden. Verleihung des MSPI-Awards
Die Preisverleihung fand am 23. August 2012 innerhalb des R&I-Seminars des ICCPM in Lille statt. Der Preisträger, Christophe Bredillet, wurde, so Manfred Saynisch, für seine bahnbrechenden Forschungen zu einer Wissenschaftsphilosophie des Projektmanagements ausgezeichnet. Forschungen zu grundlegenden Neuentwicklungen im PM, wie es das Konzept des Projektmanagements 2. Ordnung darstellt, müssen sich den Kriterien einer Wissenschaftstheorie stellen. Doch die traditionelle Wissenschaftstheorie, wesentlich fußend auf den Positivismus, ist nur bedingt geeignet, Kriterien abzuleiten für Forschungsprozesse, die auf Evolutions- oder Chaostheorie, Selbstorganisationsprinzipien oder Hirnforschung basieren. In diese Lücke stoßen nun die Arbeiten von Bredillet, die dadurch eine hohe Aktualität erhalten.
In seiner Laudatio pointierte Dr. Louis Klein Bredillets Arbeiten als den gelungenen Versuch, den ontologischen Forschungsfokus des „Was ist Projektmanagement?“ auf die praxeologische und in Konsequenz systemischere Frage abzustellen: „Was denken wir, dass Projektmanagement sei, und was sind die Konsequenzen eines solchen Denkens für die Praxis des Projektmanagements?“. Also ein Transfer von einer traditionell positivistisch ontologischen Perspektive auf einen Forschungsfokus des ontologischen Pluralismus unter konstruktivistisch erkenntnistheoretischer Perspektive.
Von links: Manfred Saynisch,( Vorstand MSPM-Stiftung), Christophe Bredillet (Award Preisträger), Louis Klein (Laudator) – Foto: Steve Raue
Klein wies in seiner Laudatio ferner darauf hin, dass der für die Verleihung des MSPI-Awards an Bredillet die Veröffentlichungen zu seinen grundlegenden Forschungsergebnissen im „Project Management Journal (PMJ), die u.a. die problematische Verknüpfung von Theorie und Praxis thematisierten, Auslöser und Begründung war. [3]
Klein ist Experte auf dem Gebiet des Systemicschen Change Management und komplexen Projektmanagement auf einer globalen, Cross-Cultural Plattform. Er war Vice President der berühmten International Society for the Systems Sciences (ISSS) – gegründet 1955 von Ludwig v. Bertalaffny – und ist gegenwärtig Direktor der World Organisation of Systems and Cybernetics (WOSC). Er arbeitet im Forschungsprogramm der „Neuen Wege im PM“ mit. Sternstunden des Projektmanagements - Vortrag des Preisträgers Prof. Christophe Bredillet
Die Laudatio von Klein war eine Synthese, die einerseits eine Hommage an Bredillets seriösen und bahnbrechenden Arbeiten war und andererseits mit humorvollen Einlagen mit Bezug auf ein „Hawaiian shirt von Bredillet“ das so schwierige Thema auflockerte. Danach überreichte Manfred Saynisch, als Vorsitzender der MSPM-Stiftung, die Award-Urkunde an Bredillet . Seinerseits revanchierte sich Prof. Bredillet, inzwischen Direktor der “Project Management Academy at Queensland University of Technology - Faculty of Science and Engineering” in Australien, mit einem exzellenten zukunftsweisenden wissenschaftlichen Vortrag, der weit über seine bisherigen Arbeiten hinausging und weitreichende Perspektiven für die zukünftige Forschung und Entwicklung des PM aufzeigte. Sein Thema lautete: „Complex Project Management - Towards a Praxeological & 2nd Order approach”. Auch Bredillet lockerte seine anspruchsvollen wissenschaftlichen Ausführungen auf mit seinem paradoxlastigen Motto: Ordo ab Chaos or “The tail that wags the dog that wags the tail”? Das Resonanzspektrum der Zuhörer reichte von „standing ovations“ bis zu stiller Reflexion zu den weitgehend neuen, aber bedeutsamen Inhalt. Referend Michael Cavanagh (ordinierter anglikanischer Priester und Experte für hochkomplexe Projekte), der bereits 2010 auf der Jahrestagung der englischen PM Gesellschaft APM eine Key Note zum Project Management 2. Order (PM-2) hielt, sprach von „Sternstunden des Projektmanagements – ich erlebte die beste Präsentation in dieser Wochentagung“. „Zum grundsätzlichen Nachdenken anregende höchst gebildete wissenschaftliche Ausführungen“ konstatierte Prof. Mary McKinlay (Vorstand ICCPM und der englischen PM Gesellschaft APM, ehem. Vice Chair IPMA). „Bredillet ist der größte Denker, den wir augenblicklich in der PM-Community haben“, urteilte Manfred Saynisch. Mit seinen Überlegungen und Konzepten zum „Praxeological approach“ ist Bredillet auf dem besten Weg, das von Immanuel Kant in seinem Essay „Über den Gemeinspruch: Das mag in der Theorie richtig sein, taugt aber nicht für die Praxis“ geforderte Mittelglied der Verknüpfung und des Übergangs von der Theorie zur Praxis für das Projektmanagement zu definieren. Er weist mit seinen Arbeiten den Begriffen der Theorie und der Praxis eine neue Rolle zu, die in dem Titeltext von Kants Essay die Polarisierung aufhebt.. Stiftungen benötigen Spenden Um die Fördermaßnahmen der MSPM-Stiftung zur zukünftigen Weiterentwicklung des PM mittels Awards oder Zuschüssen fortzusetzen und auszuweiten ist die Stiftung auf Spenden angewiesen.
Kontakt zu den Spenden und zu diesem Artikel: E-Mail: stiftung@spm-consult.de oder 'info@mspm-stiftung.de'. [1] Saynisch, M.: Mastering Complexity and Changes in Projects, Economy, and Society via
Project Management Second Order (PM-2). Project Management Journal PMJ, Vol. 41, Nr.5,, 4-20, Dec. 2010, Wiley/PMI USA
[2] PMaktuell, in Nr. 4/2007 (S12-14); 5/2010 (S44); 2/2012 (S59-60). [3] Insbesondere: Bredillet: "The link Research-Practice: A Matter of "Ingenium" - Part 1-3", in the editorial
of PMJ, Sept. 2006 - March 2007 Bredillet: "Blowing Hot and Cold on Project Management", in PMJ, June 2010 Dr. Dietmar Lange München, den 15.10.12 Contact: MSPM-Foundation, c/o SPM-CONSULT Dueppeler-Str. 19, 81929 Munich / Germany Tel: +49 89-93 93 09 51; E-Mail: stiftung@spm-consult.de E-Mail: 'info@mspm-stiftung.de' http://www.mspm-stiftung.de
- Seite 1 / 3 -
Annex 6a
Press release II (Germany)
Long recension for
PMaktuell, Projekt-Magazin, GPM-Newsletter, GPM-website)
Award für zukunftsweisende PM-Forschung ging an Professor Christophe Bredillet
Mit modernen Wissenschaften die wachsende
Projektkomplexität beherrschen
Für seine Forschungen zur Wissenschaftsphilosophie des Pro-
jektmanagements hat Professor Christophe Bredillet den „Manfred
Saynisch Project Management Innovation Award (MSPI-Award)“
erhalten. Seine Forschungsergebnisse, so die Begründung, weisen
Lösungswege für die schwierige Verknüpfung von Theorie und Pra-
xis. Christophe Bredillet, Direktor der „Project Management
Academy at Queensland University“ (Australien) und Chefredakteur
des renommierten „Project Management Journal (PMJ)“, nahm un-
längst den Preis vor Projektmanagement-Wissenschaftlern entge-
gen. Den Anlass für die Ehrung bot eine Internationalen For-
schungstagung der SKEMA/Uni Lille und des ICCPM in Lille.
Der „Manfred Saynisch Project Management Innovation Award
(MSPI-Award)“ wurde erstmals verliehen. Der von der neugegrün-
deten „Manfred Saynisch Stiftung für PM“ ins Leben gerufene A-
ward zeichnet internationale Wissenschaftler aus, die grundlegen-
de Neuentwicklungen für das Projektmanagement entwickeln. Die
Herausforderung: Der Kern des heutigen Projektmanagements ist
mehr als vierzig Jahre alt. Doch die Wirtschaft hat sich in den ver-
gangenen Jahren global aufgestellt und engmaschig vernetzt. Pro-
duktzyklen werden kürzer, völlig neue Branchen wie Life Science
- Seite 2 / 3 -
und Umwelttechnik sind entstanden. Angesichts immer größerer
und komplexerer Projekte stößt das traditionelle Projektmanage-
ment an seine Grenzen. Es braucht Ergänzung auf der Grundlage
moderner Wissenschaften und Wissenschaftstheorien.
Laudator Dr. Louis Klein führte das Fachpublikum in die Gedanken
Bredillets ein. Der international renommierte Experte verfüge über
dreißig Jahre Erfahrungen vor allem auf den Gebieten Strategie,
Programme und Projektmanagement. Durch seine Grundlagenfor-
schung steuere er bahnbrechende Ergebnisse bei, um neue Wege
für das Projektmanagement zu finden und es den heutigen Anfor-
derungen von Gesellschaft und Wirtschaft anzupassen. Damit liefe-
re er einen herausragenden Beitrag zur Projektmanagement-
Grundlagenforschung.
Zudem würdigte Dr. Louis Klein Bredillets Arbeiten als einen ge-
lungenen Versuch, Projektmanagement aus einem neuen Blickwin-
kel zu betrachten. Es werde nicht mehr gefragt, was Projektma-
nagement sei – „sondern, was wir denken, das Projektmanagement
sei, und was die Konsequenzen eines solchen Denkens für die Praxis
des Projektmanagements sind.“ Damit gelinge Bredillet der Ab-
schied von der traditionellen Perspektive und der Aufbruch zu ei-
nem pluralistisch ausgerichteten Fokus. Konstruktivistisch erkennt-
nistheoretische Erkenntnisse spielen in die Fragen und Antworten
hinein.
„Die traditionelle Wissenschaftstheorie fußt wesentlich auf dem
Positivismus und ist für Neuentwicklungen kaum geeignet“, erläu-
tert Manfred Saynisch, Vorstand der Stiftung. Aus dieser alten The-
orie könne man kaum Kriterien für moderne Forschungen ableiten,
die auf Disziplinen wie Evolutionstheorie, Chaostheorie, Selbstor-
ganisation oder Hirnforschung basieren. Doch eben solche moder-
nen, zukunftsweisende Forschungsrichtungen seien für die Weiter-
entwicklung des Projektmanagements von zentraler Bedeutung.
Beispielsweise müssen komplexe Systeme anders gesteuert werden
als einfache. Deshalb beobachten Forscher, wie sich die Natur nach
Gesetzen der Evolution und Selbstorganisation entwickelt - und lei-
ten daraus Erkenntnisse für das Projektmanagement ab.
Stifter Manfred Saynisch, Gründungs- und Ehrenmitglied der
GPM, ist selbst international renommierter Vordenker des Pro-
jektmanagements. Seine Forschungsarbeiten hat er im sogenann-
- Seite 3 / 3 -
ten PM-2 Konzept (Projektmanagement 2. Ordnung) niedergelegt,
das mit vielen internationalen Preisen ausgezeichnet worden ist.
Sein Buch “Neue Wege im Projektmanagement“ gilt mittlerweile als
Klassiker der PM-Forschungsliteratur; es eröffnet Perspektiven für
das Projektmanagement und entwickelt Projektmanagement wei-
ter auf Grundlage von Forschungsdisziplinen des 21. Jahrhunderts.
Weitere Informationen unter: info@mspm-stiftung.de. Einführen-
de Literatur zum Thema: Saynisch, M.; Lange, D. (Hrsg.): Neue We-
ge im Projektmanagement, Verlag GPM Deutsche Gesellschaft für
Projektmanagement e. V., Stuttgart 2002, 473 S., ISBN:
3924841241; zu beziehen per E-Mail unter Stuttgart@GPM-
IPMA.de, 28 Euro zzgl. Versandkosten. Aktuellste Literatur zum PM-
2 Konzept: Saynisch, M.: Mastering Complexity and Changes in Pro-
jects, Economy, and Society via Project Management Second Order
(PM-2). Project Management Journal PMJ, Vol. 41, Nr.5,, 4-20, Dec.
2010, Wiley/PMI USA
----------
Bildunterschrift:
Professor Christophe Bredillet hat den „Manfred Saynisch
Project Management Innovation Award (MSPI-Award)“ erhal-
ten. Ausgezeichnet wurde er für sein Forschungsergebnisse
zur Wissenschaftsphilosophie des Projektmanagements.
Rechts im Bild Laudator Dr. Louis Klein, links Manfred Say-
nisch, Vorstand der „Manfred Saynisch Stiftung für PM“, die
diesen Preis Award ins Leben gerufen hat.
- Seite 1 / 2 -
Annex 6b
Press release III (Germany)
Executive summary for
PMaktuell, Projekt-Magazin, GPM-Newsletter, GPM-website)
Erstmals „Manfred Saynisch Project Management Innovation Award“ verliehen
Arbeiten zur Wissenschaftsphilosophie des
Projektmanagements ausgezeichnet
Für seine Forschungen zur Wissenschaftsphilosophie des Projektmanagements hat
Professor Christophe Bredillet den „Manfred Saynisch Project Management Innova-
tion Award (MSPI-Award)“ erhalten. Seine Forschungsergebnisse, so die Begrün-
dung, schlagen unter anderem Lösungswege für die schwierige Verknüpfung von
Theorie und Praxis vor. Christophe Bredillet, Direktor der „Project Management
Academy at Queensland University“ und Chefredakteur des bekannten „Project
Management Journal (PMJ)“, nahm kürzlich den Preis vor Projektmanagement-
Wissenschaftlern im französischen Lille entgegen.
Laudator Dr. Louis Klein führte das Fachpublikum in die Gedanken Bredillets ein.
Der international renommierte Experte verfüge über dreißig Jahre Erfahrung vor
allem auf den Gebieten Strategie, Programme und Projektmanagement. Durch seine
Grundlagenforschung steuere er bahnbrechende Ergebnisse bei, um Zukunftswege
für das Projektmanagement zu finden und es den Anforderungen von Gesellschaft
und Wirtschaft anzupassen.
Der „Manfred Saynisch Project Management Innovation Award“ wurde erstmals
verliehen. Der von der neugegründeten „Manfred Saynisch Stiftung für PM“ ins Le-
ben gerufene Preis zeichnet internationale Wissenschaftler aus, die Grundlagenfor-
schungen für das Projektmanagement betreiben und dabei wegweisende Konzepte
erarbeiten. Stifter Manfred Saynisch, Gründungs- und Ehrenmitglied der GPM, ist
selbst Vordenker des Projektmanagements. Seine Forschungsarbeiten hat er im so-
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genannten PM-2 Konzept (Projektmanagement 2. Ordnung) niedergelegt, das mit
internationalen Wissenschaftspreisen ausgezeichnet worden ist. Sein Buch “Neue
Wege im Projektmanagement“ gehört mittlerweile zum Kanon der Projektmanage-
ment-Literatur; es eröffnet Perspektiven für das Projektmanagement des 21. Jahr-
hunderts auf Grundlage aktueller Forschungsdisziplinen wie Evolutionstheorie, Cha-
ostheorie, Selbstorganisation oder Hirnforschung.
Weitere Informationen unter: info@mspm-stiftung.de. Einführende Literatur zum
Thema: Saynisch, M.; Lange, D. (Hrsg.): Neue Wege im Projektmanagement, Verlag
GPM Deutsche Gesellschaft für Projektmanagement e. V., Stuttgart 2002, 473 S.,
ISBN: 3924841241; zu beziehen per E-mail unter Stuttgart@GPM-IPMA.de, 28 Euro
zzgl. Versandkosten. Aktuellste Literatur zum PM-2 Konzept: Saynisch, M.: Master-
ing Complexity and Changes in Projects, Economy, and Society via Project Manage-
ment Second Order (PM-2). Project Management Journal PMJ, Vol. 41, Nr.5,, 4-20,
Dec. 2010, Wiley/PMI USA
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