Documentary as history, memory, dream and film

A century ago, as the Western world embarked on a period of traumatic change, the visual realism of photography and documentary film brought print and radio news to life. The vision that these new mediums threw into stark relief was one of intense social and political upheaval: the birth of modernity fired and tempered in the crucible of the Great War. As millions died in this fiery chamber and the influenza pandemic that followed, lines of empires staggered to their fall, and new geo-political boundaries were scored in the raw, red flesh of Europe. The decade of 1910 to 1919 also heralded a prolific period of artistic experimentation. It marked the beginning of the social and artistic age of modernity and, with it, the nascent beginnings of a new art form: film. We still live in the shadow of this violent, traumatic and fertile age; haunted by the ghosts of Flanders and Gallipoli and its ripples of innovation and creativity. Something happened here, but to understand how and why is not easy; for the documentary images we carry with us in our collective cultural memory have become what Baudrillard refers to as simulacra. Detached from their referents, they have become referents themselves, to underscore other, grand narratives in television and Hollywood films. The personal histories of the individuals they represent so graphically–and their hope, love and loss–are folded into a national story that serves, like war memorials and national holidays, to buttress social myths and values. And, as filmic images cross-pollinate, with each iteration offering a new catharsis, events that must have been terrifying or wondrous are abstracted. In this paper we first discuss this transformation through reference to theories of documentary and memory–this will form a conceptual framework for a subsequent discussion of the short film Anmer. Produced by the first author in 2010, Anmer is a visual essay on documentary, simulacra and the symbolic narratives of history. Its form, structure and aesthetic speak of the confluence of documentary, history, memory and dream. Located in the first decade of the twentieth century, its non-linear narratives of personal tragedy and poetic dreamscapes are an evocative reminder of the distance between intimate experience, grand narratives, and the mythologies of popular films. This transformation of documentary sources not only played out in the processes of the film’s production, but also came to form its theme.

From the Editor

The five articles appearing in this issue reflect the depth of project management research in terms of delineating and clarifying the different philosophical positions, advancing the concepts, and applying innovative research methods. These articles focus on the ontology of project management research (“Foundations of Project Management Research: An Explicit and Six-Facet Ontological Framework” by Gauthier and Ika), project management practices relevant to different types of projects from a practitioner’s perspective (“An Empirical Identification of Project Management Toolsets and a Comparison Among Project Types” by Besner and Hobbs), the effect of project management processes on project performance (“Project Management Knowledge and Effects on Construction Project Outcomes: An Empirical Study” by Chou and Yang), determining the success metrics at different stages of a project (“A Perspective Based Understanding of Project Success” by McLeod, Doolin, and MacDonell), and identifying project success parameters and critical success factors from the point of view of different project actors in largescale projects (“Forecasting Success on Large Projects: Developing Reliable Scales to Predict Multiple Perspectives by Multiple Stakeholders Over Multiple Time Frames” by Turner and Zolin), and understanding project success from the points of view of different project stakeholders...

From the editor

In this issue of the Journal, the articles presented to the readers cover the breadth and depth of project management research and practice by addressing the relationship between project strategy and managing projects (Patanakul and Shenhar, “What Project Strategy Really Is: The Fundamental Building Block in Strategic Project Management”), on the need to align corporate strategy with program management (Ritson, Johansen, and Osborne, “Successful Programs Wanted: Exploring the Impact of Alignment”), identifying metrics to measure program success across project contexts (Shao, Müller, and Turner, “Measuring Program Success”), managing individual projects by identifying major risks in customer relationship management (CRM) implementation projects (Papadopoulos, Ojiako, Chipulu, and Lee, “The Criticality of Risk Factors in Customer Relationship Management Projects”), application of earned value management (EVM) to aerospace projects (Kwak and Anbari, “History, Practices, and Future of Earned Value Management in Government: Perspectives From NASA”), and capturing tacit knowledge of construction project professionals to determine the optimal construction site layout (Abdul-Rahman, Wang, and Siong, “Knowledge Acquisition Using Psychotherapy Technique for Critical Factors Influencing Construction Project Layout Planning”)...

From the Editor

In this issue of the Journal, the articles considered reflect the depth of research and practice that is unique to project management discipline. The range of topics addressed includes managing project contracts (Chan et al., “A Comparative Study of the Benefits of Applying Target Cost Contracts Between South Australia and Hong Kong”), managing project complexity (Chronéer and Bergquist, “Managerial Complexity in Process Industrial R&D Projects: A Swedish Study”), identifying early warning signs in complex projects (Williams et al., “Identifying and Acting on Early Warning Signs in Complex Projects”), project risk management (Krane, Olsson, and Rolstadås, “How Project Manager–Project Owner Interaction Can Work Within and Influence Project Risk Management”), exploring decisions regarding outsourcing and alignment of the project management office (Martins and Martins, “Outsourcing Operations in Project Management Offices: The Reality of Brazilian Companies”), and project management practices at strategic and tactical levels of the organization leading to sustainable development (Herazo, Lizarralde, and Paquin, “Sustainable Development in the Building Sector: A Canadian Case Study on the Alignment of Strategic and Tactical Management”).

From the Editor

The five articles appearing in this issue of the journal reflect the breadth of project management research and the cross-fertilization of ideas from other management disciplines with project management. These articles focus on the evolution of project management theory (“A Bibliometric View on the Use of Contingency Theory in Project Management Research” by Hanisch and Wald), interfirm knowledge management and learning in project networks (“Exploring Negotiation Through Boundary Objects in Global Design Project Networks” by Di Marco, Alin, and Taylor), learning within one project organization (“Organizational Learning in Project-Based Companies: A Process Thinking Approach” by Koskinen), identifying the factors affecting project performance (“Factors Causing Design Schedule Delays in Turnkey Projects in Taiwan: An Empirical Study of Power Distribution Substation Projects” by Yau and Yang), and considering the antecedents of negative employee behavior and its consequences for project team performance (“Counteracting Free-Riding With Team Morale—An Experimental Study” by He).

From the editor

This special issue of Project Management Journal presents a collection of six of the best papers presented at the International Research Network on Organizing by Projects (IRNOP) Conference hosted by the University of Quebec at Montreal (UQAM) in June 2011 in Montréal, Canada. In this editorial, Professor Brian Hobbs, organizer of the IRNOP 2011 Conference and Project Management Chair at UQAM, shares his observations about the current state of project research and identifies trends...

From the editor

In this issue of the Journal, articles presented to the readers cover project management practices throughout history (“Frontinus—A Project Manager From the Roman Empire Era,” Walker and Dart), project success and failure revisited through integrated theoretical lens on the one hand (“Translation and Convergence in Projects: An Organizational Perspective on Project Success,” Alderman and Ivory) and, on the other hand, with a focus on systems engineers' capacity for engineering systems thinking (“The Relationship Among Systems Engineers' Capacity for Engineering Systems Thinking, Project Types, and Project Success,” Frank, Sadeh, and Ashkenasi), project management offices (PMOs) investigated through community of practice theory (“Exploring PMOs Through Community of Practice Theory,” Aubry, Müller, and Glückler), influence of cultural patterns on project team behavior (“Cultural Patterns Influencing Project Team Behavior in Sub-Saharan Africa: A Case Study in Ethiopia,” Jetu, Riedl, and Roithmayr), and human factors and differences of perception and their impact on risk management (“Exploring Risk Dimensions in the Indian Software Industry,” Sharma, Sengupta, and Gupta)...

From the editor

Intelligence and context, knowledge, competence, and performance and results summarize the content of the papers presented to readers in this issue of the Journal. This is a very relevant series of papers as, for the past 50 years, project management has become a well-accepted way to manage organizations. The field of project management has evolved from operational research techniques and tools to a discipline of management encompassing various schools of thought (Söderlund, 2002; Turner, Huemann, Anbari, & Bredillet, 2010)...

From the editor

In order to read this Project Management Journal issue, I suggest embracing a modeling perspective. Talking about modeling should lead me to define what is meant by “model” and to develop some kind of categorization, classification, or taxonomy of models. One can consider basic categories like quantitative vs. qualitative, explanatory vs. predictive, stochastic, nonstochastic mathematical, or qualitative models, linear vs. nonlinear and their underlying assumptions, degree of simplification, systemic effects integration, and so on...

From the editor

In this Project Management Journal issue, the reader will “travel” from human capital to portfolio selection through knowledge development and maturity, systems thinking and problem (dis)solving, and development of combinative capabilities...

From the editor

In this issue of the Project Management Journal, the reader will explore understanding better the contribution of project management to organizational performance, discovering the necessity to move beyond the old reigning paradigm of single-loop project control, raising the question whether PMP® certification leads to better performance, learning how to develop project management competence through a course based on service learning and an experiential learning approach, supporting new product development with the use of “dormant knowledge,” and increasing performance of virtual new product development projects...

From the editor

In this issue of Project Management Journal, the reader will explore different perspectives, exemplifying the dynamic and creativity at stake within the project, program, and portfolio management field. These papers provide good illustrations of the various schools of project management research I introduced in the From the Editor letters between June 2007 and September 2008...

PMI Research and Education Conference 2010

The PMI Research and Education Conference 2010 ended one week ago at the time of this writing. Aside from 3 enlightening keynote speeches, 78 proffered papers were presented. On the basis of the reviewers' assessments, the 10 best papers have been selected to form this special issue...

Editorial

The Project Management track at EURAM (the European Academy of Management) was founded at the Stockholm meeting in 2002 and since Munich 2005 has consistently been one of the largest tracks. This has enabled it to retain a high quality of papers as evidenced by a reject rate of around one third of submitted papers. For the last four years, a special issue of the International Journal of Project Management has been produced from the track papers. This year, the importance of the field of Project Management in the academic community was demonstrated by the creation of a Strategic Interest Group (SIG), which will be launched at the next EURAM event, in Rome in May 2010...

Reflection as a dialogic strategy for developing a professional identity

The benefits of reflective practice have been well established in the literature (Rogers, 2001), as have models to embed reflective thinking in higher education curriculum (Ryan and Ryan, 2012). Reflection is commonly envisaged as a textual practice, through which students ‘reflect in and on action’ (Schön 1983), and articulate their experiences, learning and outcomes in written portfolios, journals, or blogs. While such approaches to individual written reflection are undoubtedly beneficial for deepening insight and self-criticality, reflection can also provide other benefits when approached as a collaborative, oral activity. This poster presents a dialogic model of reflective practice that affords the opportunity for developing presentation skills, critique, community and professional identity formation. This dialogic approach to reflection is illustrated by a first year subject (‘KIB101 Visual Communication’ at QUT), in which students apply visual theory (presented in lectures) to communication and graphic design problems in the studio. In regular (fortnightly) presentations, they critically reflect upon their work in progress by aligning it with the concepts, design principles and professional language of the lectures. This iterative process facilitates responsive peer feedback, similarly couched in the formal terms of the discipline. This ‘mirrored reflection’ not only provides opportunities to incrementally improve, it also sets designs in a theoretical frame; provides the opportunity for comparative analysis (to see design principles applied by peers in different ways); to practice formal design language and presentation techniques of the discipline and; because peer critique is framed as an act of generosity; it affords the development of a supportive community of practice. In these ways, dialogic reflection helps students develop a professional voice and identity from first year. Evidence of impact is provided by quantitative and qualitative student feedback over several years, as well as institutional feedback and recognition.