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Find an Expert

Search results for 'Project Management' (4)
Mark Laurillard

Mark Laurillard

Before moving into full time lecturing, Mark had 25 years practical experience in project management across a wide range of sectors. This depth of experience is extensively drawn upon throughout Marks lecturing and support for students at all levels.

Hadi Kazemi

Hadi Kazemi

Hadi is a senior lecturer in the School of Built Environment and Engineering. He has got a degree in Civil Engineering and an MSc in Construction Project Management with years of experience in the industry and academia.

Kamal Qazi

Kamal Qazi

A Professional Mechanical Engineer well versed in operational excellence, leadership, change management, project management, productivity, operations management and supply chain management. Has worked across continents within a blend of advanced manufacturing organisations at senior management levels.

John Heathcote

John Heathcote

Jon is an active researcher into the creation of better project outcomes. Including: Optimisation; Innovation; Value; Decision Making; Team Working. Bringing that research into to the classroom to create graduates equipped with insight and skills to meet the challenges of project management. John’s PhD examines the causes of tension between project managers and organisation.

John is researching into issues that prevent better valued outcomes for projects. His contention is that projects should concern themselves primarily with the ‘beneficial outcomes’ that were anticipated at their conception. Normative project management, arising from its roots in the engineering paradigm, tends to see projects as delivering ‘tangible things’ or ‘products’. John suggests that such a perspective has proved problematic for those managing projects and is an important root cause of the challenges practitioners experience.

Instead, John suggests we think about projects as having the intention to create beneficial outcomes, intangible benefits, but sometimes measurable improvements from the preceding problem-state. This means treating projects as either ‘ill’ or ‘well’ defined problems and managing them to create a complete solution. In such an approach projects become exciting developments with teams examining and re-examining initial briefs, creating possibilities and modelling the feasibility and viability of how they might innovate their way to more effective and efficient solutions.

To investigate these ideas, John has worked with post-graduate students, to design experimental work that tests focussed hypotheses; and works with practitioners and real-life cases studies of projects and programmes to test whether more transformational changes can be made, to organisational, project and programme performance.

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