Conclusions
In this paper we have provided background and rational basis for using concept
mapping methodology to develop a project management knowledge structure (PMKS).
We have shown how concept mapping rules can be used to develop an orderly arrangement
and touch on software that can help in the process. We have also shown how it
would consist of an orderly arrangement of project management knowledge descriptors
(PMKDs) which could greatly facilitate research, learning and the practice of
project management. While the graphic representation of the PMKS is more useful
in conveying a mental image, it can, nevertheless, be represented by an outline
structure.
We have proposed goals and objectives for the structure, the assumptions we
have used, and suggest criteria for content that should be either included and
excluded. Finally, we have attempted to identify the overarching concepts that
encompass project management as the basis of our specific structure. From these
ground rules we have laid out a concept map of project management, and developed
the first few levels of the structure as a trial. This structure reflects a
first level division between Universal PMKDs of relevance to most projects and
those relevant to specific Areas of Project Management Application (APMA). Universal
is then subdivided into seven major entities, while APMA is subdivided into
four classes of product effort that distinguish the ways in which such projects
should be managed.
We hope that this paper will engender considerable discussion and progress
on the vital issues of scope, storage and efficient retrieval of project management
knowledge. Hopefully, it will also attract the participation and contribution
of representatives from other interested countries.
R. Max Wideman
FCSCE, FEIC, FICE, Fellow PMI
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