Building project capabilities: from exploratory to exploitative learning
By: Brady, Tim.
Contributor(s): Davies, Andrew.
Material type:
ArticlePublisher: 2004Description: p.1601-621.Subject(s): Learning | Project management
In:
Organization StudiesSummary: This paper presents a model of project capability-building consisting of two interacting levels of learning. First, it describes the bottom-up, `project-led' phases of learning that occur when a firm moves into a new technology/market base: an exploratory `vanguard project' phase; a `project-to-project' phase to capture lessons learned; and a `project-to-organization phase when an organization increases its capabilities to deliver many projects. Second, it addresses the `business-led' learning (within which the project-led learning is embedded) that occurs when `top-down' strategic decisions are taken to create and exploit the company-wide resources and capabilities required to perform increasingly predictable and routine project activities. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 25, Issue no: 9 | Available | AR64226 |
This paper presents a model of project capability-building consisting of two interacting levels of learning. First, it describes the bottom-up, `project-led' phases of learning that occur when a firm moves into a new technology/market base: an exploratory `vanguard project' phase; a `project-to-project' phase to capture lessons learned; and a `project-to-organization phase when an organization increases its capabilities to deliver many projects. Second, it addresses the `business-led' learning (within which the project-led learning is embedded) that occurs when `top-down' strategic decisions are taken to create and exploit the company-wide resources and capabilities required to perform increasingly predictable and routine project activities. - Reproduced.
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