A ‘theory’ is a system of ideas intended to explain something, especially one based on general principles independent of the thing to be explained.
somewhere on the web..
Those who are in the project management profession will have to deal not only with “models“, but also with “theories” and possibly many “frameworks“. The problem with the definitions of these terms lies in the fact that these terms apply differently depending on field, sector and industry. The terms have also evolved over time and in some fields they are often used interchangeably. The purpose of this series is to explore these terms more in details.
Let’s start with “theories”. The definition quoted at the beginning of this article is one I am very comfortable with, but let’s try to expand.
A theory comprises a set of postulates or axioms and the logical consequences thereof, seeking to both describe and explain in order to contribute to the understanding of the subject. A theory has concepts and causal relationships that relate the concepts and a prediction of future behaviour or trend.
Which theories do we recall?
As examples of scientific theories we should mention the evolution theory, the heliocentric theory, the cell theory, the theory of plate tectonics, the germ theory of disease and the theory of relativity. In economics we have, for example, Keynesian and Malthusian theories. In psychology we have the behaviourist, the cognitive and the psychodynamics theories (just to mention some). Also in business management we have many theories, for example the Systems Theory, the Principles Of Administrative Management, the Bureaucratic Management, the Human Relations Theory and many others.
In common in all theories there is the fact that it is possible to develop tools for analysing, designing and controlling the system or the subject of the theory.
Why is a theory important? A theory, when shared, provides a common language, then it will lead to a model, a framework and eventually tools for those involved.
Which theories are specific to the project management practice?
My understanding is that there is not really a specific theory for project management.
The PMI refers to some concepts elaborated in the 90s. I found evidence of thinking around a “Theory of a Project ” (a project being a transformation of inputs into outputs) and a “Theory of Management ” (an effector part by management in planning, executing and controlling the project). The PMI suggested further guiding principles, that: 1) project management is about managing work, 2) the work can be managed by decomposing the total work effort into smaller chunks of work (activities and tasks) and 3) tasks are related by sequential dependence. However, in 2002 the PMI have questioned the validity of this view (article).
There is a debate around the evolution of the PM theory, with the introduction of the “theory” for Agility. This is a complex and evolving subject.
What I read is that many professionals and expert communities are calling for tailored models that can be built with help of management theoretical practices, but must be unique to the specific organisation and flexible enough to embed experience and knowledge and to be adaptable. This suggests to me that the PM practice will be less dogmatic in the future.
But which other theories should we also consider?
The following are the theories that in my view a project management professional should explore or consider.
Risk and Decision-Making Theory: It is a theory of how individuals should behave in contexts of risk and uncertainty, and make reasonable decisions. This theory considers psychological aspects in the approach and dealing with risks. The Decision-Making theory heavily interlinks with the topic of Risk Management in projects, as a project is based on effective management of uncertainties (= risks).
System & System Thinking Theories: These are ways of making sense of the contexts by looking at them in terms of wholes, influences and relationships, rather than by splitting them down into their parts. The importance of an approach of this nature is increasingly being recognised by various industries and by PM associations like PMI and APM (article).
Complexity Theory: The Complexity Theory emerged in the mid 20th century and it spans across multiple disciplines. It introduced the concept of the ‘Complex Adaptive Systems’, and it has application in many sectors. Complexity has become omnipresent and it is an important aspect to consider in project management (article).
Theory of Change: Not so much a theory, in my view, but this is how it is called. It is a methodology (not so much a theory then!) or a criteria for planning, participation, adaptive management and evaluation of an initiative. It is very relevant for those involved in social change, either in philanthropic projects, international development projects, research and government sectors. There is a ‘Center for Theory of Change’ which also offers a certification. This is surely to be considered for those involved in the sectors above.
Has this article been useful? Would this be in line with your understanding on the subject? In the next article I will explore the “models”. Stay tuned!
Marco Bottacini, Senior Portfolio Manager at GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
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