The dynamic baseline model for project management

This paper describes the Dynamic Baseline Model ® (DBM) as a framework for analysis of the project management learning process and an indicator of the expected success of a project. By matching project complexity with the appropriate project management approach, the DBM identifies individual learning needs and the appropriate response to the challenges of todays projects. As project management tools and techniques are more and more applied as a one-size-fits-all solution, there is a need to explore beyond these tools and techniques. The DBM suggests that our ability to create solutions is bounded by our current learning horizon, which may be too restrictive for the needs of a project. The model helps us find suitable solutions by enabling us to ask the right questions.
member content locked

Become a PMI member to gain access

or Join

Advertisement

Advertisement

Related Content

  • Academic Research

    Maximizing Organizational Resilience under Institutional Complexity in Interorganizational Projects member content open

    By Wang, Linzhuo | Zhu, Fangwei | Müller, Ralf This empirical study uses mix-methods research to uncover how to improve organizational resilience by arguing for the design of governance systems of collaborative relationships.

  • Project Management Journal

    Explorative Learning in Infrastructure Development Megaprojects member content locked

    By Liu, Yan | Hertogh, Marcel | Yuan, Ziwei | Liu, Huimin This research draws upon the case study of the Hong Kong-Zhuhai-Macao Bridge (HZMB)--a cross-sea link construction project--to study how explorative learning was achieved and sustained.

  • Project Management Journal

    Using Principal–Steward Contracting and Scenario Planning to Manage Megaprojects member content locked

    By Turner, J. Rodney Megaprojects are complex, but people use constructs inappropriate in complex situations for their management, particularly contractual arrangements.

  • Project Management Journal

    Coping With Institutional Complexity and Voids member content locked

    By Fu, Yongcheng | Zhang, Lihan | Chen, Yongqiang This study investigates how transnational interorganizational projects (IOPs) cope with institutional complexity and voids.

  • PMI Case Study

    Saudi Aramco member content open

    This in-depth case study outlines a project to increase productivity with Saudi Arabian public petroleum and natural gas company, Saudi Aramco.

Advertisement