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Temporary Knowledge Organisations (TKOs) in Project Management
June 21, 2010 | Author: PM Hut | Filed under: Leadership, Team Building
Temporary Knowledge Organisations (TKOs) in Project Management
By Lynda Bourne
The concept of temporary organisations has been recognised in project management literature for many years. The primary tool of project management, the project team, is a temporary organisation.
The concept of TKOs builds on this concept and recognises the team is a network of complex responsive human connections and disconnections focused on creating the new knowledge needed to successfully deliver their project. This human network is non-linear. People’s actions and responses may be more or less proportional to the stimulus; unexpected, emergent actions will arise; and emotions, uniformity and diversity are all played out within the team. Consequently, traditional, linear approaches to project management are no longer likely to be adequate for meeting the needs and emergent outcomes of project teams in contemporary organisations.
The new management paradigm, which the TKO represents, is a shift from technically determined mechanistic activities to socially organised learning, co-constructed knowledge creation and problem solving through sense-making processes within the complex adaptive system of the project team. The individual team members co-create meaning and order, rather than having it imposed.
The role of leadership in a TKO is ‘we-centred’ rather than ‘I-centred’ participative leadership that will:
- guide, mentor, assist, coach, partner with team members
- co-create and co-evolve meaning and context
- keep an eye on the network horizon; what connections are happening between team members and with the external stakeholder community?
- give feedback based on performance/execution of project tasks to facilitate learning and improvement
Traditional project artefacts such as schedules still have important roles to play as communication and sense-making tools within the TKO. This is a totally different concept to the old paradigm of ‘control tools’.
Can project management adapt to this new environment?
Dr. Lynda Bourne DPM, PMP.
Lynda is the Managing Director of Stakeholder Management Pty Ltd. This business is focused on improving the capability of organisations to effectively manage their stakeholder relationships to the benefit of both the stakeholders and the organisation’s projects. She is also the Director of Training with Mosaic Project Services Pty Ltd, where she is responsible for the development and delivery of OPM3, PMP, CAPM, Stakeholder Management and other project management training.
Lynda is a recognised international author, seminar leader and speaker. She is a SeminarsWorld® presenter and an accredited OPM3 ProductSuite Assessor and Consultant who has led a number of commercial OPM3 ProductSuite assessments.
She graduated from RMIT University Melbourne as the first professional Doctor of Project Management in 2005. Her research on defining and managing stakeholder relationships has lead to the development of the Stakeholder Circle® tool set and the SRMM® maturity model. Lynda blogs regularly on the Mosaic Projects blog.
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