Case studies for management training in Tanzania. R. E. Gregson Institute of Development Management, Mzumbe, 1982, 96 pp.

1983 ◽  
Vol 3 (4) ◽  
pp. 390-390
Author(s):  
Ashley Dixon
Keyword(s):  
Case Studies ◽  
Management Training ◽  
Development Management

Who or what is a development manager?

1998 ◽  
Vol 17 (1) ◽  
pp. 63-68
Author(s):  
Ron Clarke
Keyword(s):  
Social Development ◽  
Management Training ◽  
Macro Level ◽  
Lower Income ◽  
Development Management ◽  
Development Policies ◽  
Is Development ◽  
Lower Income Countries ◽  
Development Manager

Although ill-defined, the term “development management” is broadly understood to refer to the management of economic and social development, and the reduction of poverty, at various levels from macro to micro, in lower income countries. “Development management” pre-supposes “development managers”, but this term is even less well defined. Popular perceptions suggest that the concept is less easily applied at the macro level, but more readily at the micro, and also more to someone who is development-minded than someone whose job is to manage or implement development policies and processes, although the two can overlap. This perception – and its implications for management training – is followed through to suggest a profile of a development manager as someone who is forward-thinking, people-oriented, resourceful, flexible in his or her approach to means of achieving objectives, and morally committed.

Finding the roots: experimentation in innovation project management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pedro Henrique Dutra de Abreu Mancini de Azevedo ◽  
Larissa Passos Silva
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Management Practices ◽  
Management Training ◽  
Central Place ◽  
Success Factor ◽  
Content Type ◽  
Managerial Skills ◽  
Innovation Projects ◽  
Innovation Project

PurposeProject management practices have been losing its central place in innovation processes within the companies due to its excessive control-oriented phased approach. Hence, the purpose of this paper is to propose and examine the project management practitioners' experiences on the systematic use of an experimentation framework to manage innovation projects.Design/methodology/approachThree case studies were carried out in three different Brazilian companies for a ten month period. The authors have chosen these companies for the following reasons: they were all in an innovation context; they have never carried out a project based on experimentation and they had previous experience with project management traditional tools.FindingsThe findings have shown that our framework can contribute to the project management available toolkit; once the rigid experimentation process, the authors’ proposed made it easier for project management practitioners to adapt to more flexible approaches. Nonetheless, stakeholders' involvement has shown to be a key success factor on the deployment of the framework.Practical implicationsManagers still need to add expertise in flexible methods into their managerial skills, so they are able to deal with innovation just as they deal with traditional processes they were trained to. This suggestion can also be extended to the business schools.Originality/valueThe case studies have shown that traditional project management practices can also be applied in innovation projects. So despite of generally being the opposite of an experimentation process, those practices are relevant in project management discipline, which means that formal project management training is still a good ally to project management practitioners.

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