Skip To Content

tmengel's blog | Project Research Institute

tmengel's blog

Motivation: Understanding why we do things (or don’t)

Understanding and being able to influence the factors that initiate, sustain, and change human behaviour, are crucial to leadership theory and practice including the field of project management (Mengel, 2008). In my final blog, I’d like to reflect on some insights gained from a conference on motivation where I presented (Mengel, 2011a, 2011b) and learned from others (3rd International Conference of the World Society of Motivation Scientists and Practitioners). 

‘Glue People’ – or How do you hold it all together? – Having a peek (Part II)

This second part of my blog (Having a peek), reporting back on intriguing insights into what has been cooking in the management research lab of the School of Business at Umeå University (USBE) in Northern Sweden, was triggered by a dialogue with colleague Thommie Burström, Assistant Professor of Management at USBE. After my internal presentation on motivation and leadership (Mengel, 2010) we discussed how personal frustration of project team members or project managers in the context of complex projects might contribute to their burnout.

How to facilitate innovation? – Having a peek (Part I)

Frequent innovation is impossible without deliberate effort of organizations and people. But what might be some key factors in facilitating these efforts successfully? – This is the first of two blogs where I share some results from having a peek into current project management related research efforts undertaken at the School of Business at Umeå University in Northern Sweden.

The prudent project manager – Multiple intelligences for complex environments

In a complex project environment we may have to move on from traditional tools and techniques into the  use of multiple intelligences and of the virtue of prudence (practical wisdom and foresight). In my previous blog I have discussed the need to get from traditional tools and techniques focused project management training to more advanced project management education. In particular, I have argued that advanced project management training needs to prepare the project manager to surf on the edge of chaos and lead the change she is part of.

Advanced Project Management Training and Education - why isn't it effective?

Apparently project management training of key stakeholders is an important part of getting the most out of project management methodologies. Why is it then, that projects still do fail at an astonishing rate in spite of skyrocketing offers of project management trainings at various levels – a search for ‘project management training’ through google returns about 228 million results! – and in spite of ever increasing numbers of project managers with some sort of professional designation – there are already almost half a million PMI credential holders alone?

The Institute

The newly created Project Management Research institute provides a focus on collaborative research excellence in project management. Read more..