The Winners represented in 3 categories:
IPMA Research Award Winner 2016 – Dr. Ofer Zwikael;
IPMA Young Researhcher Award Winner 2016 – Maxim Miterev;
IPMA Research Achievement Award 2016 – Prof. Dr. Dr. Christophe Bredillet.
IPMA RESEARCH AWARD WINNER 2016
Ofer Zwikael from the Australian National University received the IPMA Research Award 2016 for his contribution to knowledge on project benefit management. His research provides frameworks processes, models and tools to enhance the realization of benefits upon project completion. His research has made articular contribution to project management areas such as business case development, project investment decision-making, project governance, stakeholder management and performance measurement. This research supports the realization of strategic project goals, ensures that the project management discipline is meaningful for business and takes project managers up to the executive table. This research positions project managers and the project management discipline at a central and strategic place in organizations.
Project benefits are the flows of value that arise from a project. For example, a company funds a project to improve service to its customers -through the development of a new Customer Relationship Management Information System. The benefits associated with enhanced service will flow into the future after completion of the project. Whereas existing project management tools support the development of the information system by the project manager and their team, Project Benefit Management research provides the tools to support the company ensuring that not only the new information system is implemented, but also that the service quality for its customers is enhanced. To secure this result, the project scope may need to be expanded with additional activities. Because the distinctive benefit management process is executed in collaboration with the project management process, achievement of these results requires the active involvement of the project manager. This research expands the role of the project manager to be more strategic and influential in the organization.
Project Benefit Management research advances the project management discipline towards having a more significant impact on business. Projects give effect to strategy and so thinking strategically about projects has the potential to position them as a core value creation activity. Benefit management holds open the prospect of expanding the reach of the project management discipline to top management by shaping projects as instruments of business strategy implementation.
Project strategy should define the target benefits the project aims to achieve and illustrate how these benefits support the realization of the organization’s strategic plan. Research on Project Benefit Management has suggested tools and techniques to define project objectives (“2NY Maps”) and validate whether project deliverables support these strategic objectives (“the Utilization Map”). In addition, the proposed project governance structure defines roles and accountabilities required to support the management and realization of project benefits.
This stream of research by Prof Zwikael on Project Benefit Management has been published in top journals. The high quality of this research is evident by best paper awards from the British Academy of Management and the Academy of Management. For the impact of his research on Project Benefit Management, Prof Zwikael received the 2015 Emerald Citations of Excellence award.
Maxim Miterev was awarded the IPMA Young Researcher Award 2016 for his research “Exploring program management competences for various program types”. The aim of the research was to empirically explore how various program management competences are associated with successful program management. The research results have been published in the International Journal of Project Management.
The study challenges the implicit ‘one-size-fits-all’ assumption that dominates mainstream program management competence literature. Findings from case studies of ten programs executed in a large pharmaceutical company suggest that different programs require managers to utilize different competences. In addition, the findings highlight program content as a significant contingency variable for understanding program management dynamics. Overall, the study contributes to the emerging contingency stream within program management literature.
To synthesize the findings, the study puts forward the 3C model that connects three distinct competence profiles (i.e. Coordinator, Commander, and Convincer) to three program types of a popular program typology. The resulting conceptual framework details specific management competences for each profile and could be applied to appointment decisions, staff assessments and organizational development.
The research was a part of a PhD program. Maxim is a double-degree PhD Candidate in the Department of Industrial Economics and Management at KTH Royal Institute of Technology (Sweden) and the Department of Management, Economics and Industrial Engineering at Politecnico di Milano (Italy). The PhD project is a part of the EMJD Programme European Doctorate in Industrial Management (EDIM) funded by the European Commission, Erasmus Mundus Action 1.
Prior to joining academia, Maxim had been working as a management consultant both with Roland Berger Strategy Consultants GmbH and independently, as well as assumed various analytical and managerial positions at Strategy departments and PMOs across a range of industries. He holds a triple MSc with distinction in Strategic Project Management (European) from Heriot-Watt University (Edinburgh, UK), MIP – Politecnico di Milano (Milan, Italy) and Umeå University (Umeå, Sweden) and an MSc cum laude in Applied Mathematics and Physics from Moscow Institute of Physics and Technology (State University).
Prof. Dr.Dr. Christophe Bredillet
Professor Dr.Dr. Christophe N. Bredillet, PhD, IPMA Level A, FAPM, is professor of organizational project management at the Management Department, School of Business Administration, Université du Québec à Trois-Rivières (UQTR). He is Director of the DBA program and Director of the joint committee for the masters’ in project management programs network, including five universities under the umbrella of Université du Québec. He is Vice-President and Scientific Director of the Société française pour l¹avancement du Management de Projet (SMAP) and adjunct Professor at Queensland University of Technology’ (QUT) Project Management Academy.
From 2012 to 2015, he was the Director of the QUT Project Management Academy. Before joining QUT, he was Senior Consultant World Bank and, from 1992 to 2010, he was the Dean of Postgraduate Programs and Professor of Strategic Management and P3M at ESC Lille where he founded and developed the very successful masters, MBA and PhD programs in Strategy and Project, Program & Portfolio Management (P3M), leading these programs to be the first, and the fourth worldwide, to accredited outside North America by The Global Accreditation Center for Project Management Education Programs (GAC) in 2005. He also created at ESC Lille the first « International Project & Programme Management Week (IPPMW) » in 2001. This friendly research and thought-leadership event was accredited as part of the « European Doctoral Education Network (EDEN) » in 2008 by the European Institute for Advanced Studies in Management (EIASM). The IPPMW welcomed number of Young Crews over the years. To date, he has been principal supervisor of 36 doctoral students.
Professor Bredillet’s main interests and research activities are in the field of Philosophy of Science and Practice in P3M, including dynamic of evolution of the field, bodies of knowledge, standards, and their link with capability development, capacity building, governance and performance. These research interests are reflected in five interconnected dimensions of his work: 1) Understanding the nature of the P3M field, schools of thoughts and its dynamic of evolution; 2) Learning and acting, capacity building and organizing in complex and uncertain P3M situations; 3) Relation(s) project management deployment, cultural factors and socio-economic development; 4) Work motivation in P3M and temporary organizations settings; 5) Philosophy of Science, Practice and Ethics in P3M. He has published more than one hundred articles in scholarly journals, conference proceedings and research/advanced practice books.
Besides these activities, Professor Bredillet has been continuously involved with IPMA since the beginning of the 90s, as well as with other PM professional bodies, contributing to standards development, certifications & award assessment, research activities, conferences, and the early development stage of IPMA Young Crews. He was Editor-in-Chief of Project Management Journal® between 2004 and 2012, leading the journal to be covered by the Social Science Citation Index (SSCI) and Web of Science. In 2012, he received the prestigious Manfred Saynish Foundation for Project Management (MSPM) – Project Management Innovation Award for his contribution to a philosophy of science with respect to complex project management.