Beruflich Dokumente
Kultur Dokumente
com/
Development Review
Human Resource
http://hrd.sagepub.com/content/7/3/309
The online version of this article can be found at:
DOI: 10.1177/1534484308320577
2008
2008 7: 309 originally published online 28 July Human Resource Development Review
Lila Lenoria Carden and Toby Marshall Egan
Human Resource Development and Project Management: Key Connections
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331
at University of Bucharest on May 14, 2014 hrd.sagepub.com Downloaded from
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332
at University of Bucharest on May 14, 2014 hrd.sagepub.com Downloaded from
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333
at University of Bucharest on May 14, 2014 hrd.sagepub.com Downloaded from
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334
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findings from the emerging nontraditional project management literature were
reported as four key themes: models, tools, theories, and research.
Project initiatives have become increasingly prevalent in organizations and
are important considerations for organizational success. Projects are temporary
initiatives and can be viewed structurally as a company within a company and
project management is a methodology that provides a framework to success-
fully define and execute temporary initiatives including OD engagements.
More specifically, project management helps to define CSFs in the early stages
of projects and project management defines the infrastructure for supporting the
CD and leadership styles of project mangers as well as project team members.
Researchers suggest that project success is predicated on delivering quality
products, adequate planning, alignment of resources and deliverables, ade-
quate change management processes, and sufficient feedback processes
(Cicmil, 2000). In addition, researchers suggest that project managers and pro-
ject team members utilize tools and techniques along with people to ensure
quality deliverables are on time, within scope, and efficiently managed in a
broad area of industries, including banking, pharmaceutical, consulting, adver-
tising, legal, health care, safety, and emerging manufacturing and industrial
sectors (Kerzner, 2001). Thus, an understanding of project management within
the context of HRD and the use of project management models, theories, tools,
and research, ensures project-failure statistics are minimized by emphasizing
the importance of resources and their use in supporting and implementing
organizational strategies and goals.
Finally, there is additional work that should be done to clarify the use of pro-
ject management approaches in support of HRD professionals and the use of
project management by HRD as a business practice in multiple industries and
contexts. The additional work includes the use of resources to implement orga-
nizational strategies. There is also a need to explore the converse including the
use of HRD to develop project managers. There are many opportunities to
examine HRDproject management connections, and we hope that this exami-
nation of literature and key concepts is beneficial for future research, practice
applications, and theory building.
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Lila Lenoria Carden is assistant professor and director of MS-HRM at Houston
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Carden was a program/project manager for software development programs.
Toby Marshall Egan is assistant professor and managing director of inter-
national HRD programs at Texas A&M University. He is currently vice president
of research for the Academy of Human Resource Development. Prior to becom-
ing a university faculty member, Egan managed large-scale HRD projects as
vice president of a U.S.-based consulting firm.
338 Human Resource Development Review / September 2008