WP2 Trends & Challenges - Survey data were analysed, which led to the creation of a conceptual model addressing the interrelated aspects of PM trends and challenges. Findings were presented to a number of focus groups comprising multi-disciplinary practitioners and experts in PM across the UK, Germany, Switzerland and Malaysia. Current trends include: the increase in technology and data, which both address and create challenges; and the current and predicted challenges of skills gaps, new PM tools and project complexity, which may be addressed by the introduction of lean and agile approaches, but might also create increasing pressure on PMs; and the challenge of real-time cost control. WP3 Lean PM – interviews were undertaken with experienced PMs from a variety of professional disciplines. A case study of a multinational company utilising an agile approach was undertaken and focus groups including data from the UK, Germany, Malaysia, and Switzerland undertaken. Results indicate that understanding the lived experiences of PMs is vital to understanding how project complexity, and the managerial skills and competences required to deliver complexity successfully, can best be supported through lean and agile approaches; and how agility leads to ambidexterity within innovation and change environments. Implementation of lean PM approaches highlights the utility of lean as a process-related, task-driven systems approach that can be used for generic as well as discipline- specific projects. Data suggests that the benefits of lean PM are well understood and can act as an enabler for successful project delivery. WP4 Psycho-social aspects – Findings from interviews, observations and a survey led to the identification of factors for project success; individual differences (personality), PM skills (communications), emotional intelligence, conflict management, resilience and organisational justice. The most significant being Sociability, Compromising and Problem Solving. This has illuminated the way in which individuals and related social processes could impact upon each other, as well as on PM practice. WP5 Innovation & Change – Interviews were undertaken and case studies carried out on organisational, project and individual levels across different industries, in the UK and Germany. Data collection focused on ambidexterity practices by middle and project managers and used the concept of project structures and networks to analyse how these individuals contribute to exploitation and exploration activities, the conflicts between them, and the complexity in projects and organisations. An overlapping set of skills was found to be effective for best outcomes. WP6 Adaptation of lean and seen in the developing world - results from WPs 2 to 5 were shared with practitioners in focus groups across Latin America, India, Malaysia and Saudi Arabia, to ensure that the solutions were not purely western-centric. Practitioners noted relevance and applicability to their project environments, industry-specific contexts, and social/cultural ways of operating. An adapted model was produced to inform PM practice. WP7 Holistic Framework - findings from WPs 2-6 informed the design of a framework that integrated lean and psychosocial aspects of PM given trends, challenges and the requirement to promote innovation and change management. It was refined and validated through focus groups and interviews. A report was produced which provides detailed information and images of a holistic framework and explains how the framework could be applied to guide the delivery of projects.
