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For more information go to http://www.mspm-stiftung.de or contact Manfred [email protected]

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 [email protected]

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


Laudatory speech Dr Louis Klein


Handing over of award / Award Presentation

(photo documentation)

Manfred Saynisch


Presentation of award recipient / Acceptance Speech Prof. Christophe Bredillet


Press Release - PM World Journal Adj. Prof. Mary McKinlay


Press Release (Germany) Dr. Dietmar Lange


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



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.


Introduction and idea of MSPM-Foundation II AN


SPMCONSULT


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


Introduction and idea of MSPM-Foundation IV AN

I would be happy to accept donations or allowances


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


Announcement of award recipient IAN


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


Announcement of award recipient IIAN


SPMCONSULT

Laudatory speechAN


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


SPMCONSULT

Presentation of award recipientAN

Presentation

on the prized work

by

Christophe Bredillet


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: [email protected]

E-Mail: '[email protected]'

http://www.mspm-stiftung.de

Annex 2

Prize Award Ceremony of MSPM Foundation

for

Inaugural

2012



Award

(MSPI Award)

Under the


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

[email protected]

Marienstraße 20

10117 Berlin-Mitte

www.SEgroup.de





Tel: +49 89-93 93 09 51;




Annex 3


for

Inaugural 2012 MSPM Manfred Saynisch

Project Management Innovation Award

(MSPI Award)

Under the


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


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)


poeisis / techne, praxis / phronesis)

Practice

(theoria, poeisis, praxis)

1 - knowledge 'about' practice (techne, episteme

/ poeisis)

4 - knowledge 'from' practice (poeisis / techne;

praxis / phronesis)


phronesis)



3 - knowledge 'in' practice (techne, episteme /

poeisis)


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 [email protected]





Tel: +49 89-93 93 09 51;




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: [email protected] oder '[email protected]'. [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: [email protected] E-Mail: '[email protected]' 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: [email protected]. 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-

- Seite 2 / 2 -

NWP42c5-5a Lille2012 - MSPI-Award + PM-2_Press release deutsch Kurzfass mit

Logo endg .doc - 14. November 12 03:42

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: [email protected]. 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 [email protected], 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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