Abstract
This paper reflects on the experience of a university research team working in collaboration with an emergency services agency undertaking significant organisational change. The team, from the Project Management and Economics Program at the University of Technology, Sydney (UTS) applied learning gained with other industry partners to support the New South Wales (NSW) Rural Fire Service in implementation of an innovative project management approach to meet its strategic reform agenda. Participation in this and other partnerships with government agencies, has led to reexamination of project management theory and practice by the research team.
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Costello, K., Crawford, L., Bentley, L., Pollack, J. (2002). Connecting Soft Systems Thinking with Project Management Practice: An Organizational Change Case Study. In: Ragsdell, G., West, D., Wilby, J. (eds) Systems Theory and Practice in the Knowledge Age. Springer, Boston, MA. https://doi.org/10.1007/978-1-4615-0601-0_6
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DOI: https://doi.org/10.1007/978-1-4615-0601-0_6
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