Abstract
‘Project Management Practice’ has become a commonly used phrase in a project delivery context, but what does this phrase actually mean? In this paper we explore through a critical review of relevant literature what it means to ‘practice’ project management in a complex engineering project delivery context. The aim of this paper is to explore the realities project management practice as a melange of being (current state) and becoming (future state) in the highly volatile complex engineering environment. The paper presents preliminary findings and contributes to the growing understanding of navigating the management of innovative complex engineering projects by identifying challenges and patterns that need to be considered by both academia and practitioners
This work is part of an ongoing research examining the enablers and barriers in the practice of project management that impact the accelerated delivery of innovation and technologies in highly regulated engineering sectors.