LYNN CRAWFORD. Professor Lynn Crawford

Transcription

1 LYNN CRAWFORD Professor Lynn Crawford Director, Human Systems International Limited Professor of Project Management, ESC Lille, France and Mirvac School of Sustainable Development, Bond University, Australia Visiting Professor, Cranfield University, UK Lynn Crawford is involved in project management practice, education, and research and is Professor of Project Management at both the Lille Graduate School of Management (ESC Lille), France and Bond University, Australia. Through Human Systems, she works with leading corporations that are developing organizational project management competence by sharing and developing knowledge and best practices as members of a global system of project management knowledge networks. She is currently involved in ongoing research on project and program management competence, and specific research projects on management of business change and differences in project management practices across project types and industries. Lynn provided the Australian contribution to an internationally conducted project on The Value of Project Management and results of other completed research projects have been published as Project Categorization Systems: Aligning Capability with Strategy for Better Results, Situational sponsorship of projects and programs: an empirical review; and Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice. Professor Crawford has been actively engaged in the development of global standards for project management since the late 1990 s and has been instrumental in the formation of the Global Alliance for Project Performance Standards (GAPPS). Resume: Lynn Crawford/Date: August 2009 Page No 1/8

2 RESUME LYNN CRAWFORD B.Arch (Hons) MTCP Grad Dip HRM ADipC DBA FRAIA FAIPM MAPM Qualifications Bachelor of Architecture (Hons) Sydney University 1973 Master of Town & Country Planning Sydney University 1978 Graduate Diploma in Human Resource Management Mitchell CAE 1988 Advanced Post Graduate Diploma in Management Consultancy Henley Management College 1998 Doctorate in Business Administration Henley Management College/Brunel University 2001 Memberships: Australian Institute of Project Management (Fellow) - Judge, PMAA Awards, 2001 & National Secretary, National Councillor, NSW Chapter President 1996 to 2001 IPMA (International Project Management Association) - Convenor, Global Standards Working Group, Association for Project Management (UK), Member Project Management Institute (USA) - Standards Committee Technical Activities Center Ethics Standards Review Committee Global Accreditation Center Board 2004 date - Lexicon Control Board 2007 Australian Institute of Building (Fellow, since retired) - Committee Member, NSW Chapter President, NSW Chapter National Councillor Member, Board of Examiners Royal Australian Institute of Architects (Fellow) - Board of Architectural Education Property Council of Australia - Member, National Education Committee Global Alliance for Project Performance Standards (GAPPS) - Convenor, 2003 date Director from Director from 2006 Employment History: 2007 to date Mirvac School of Sustainable Development, Bond University, Australia - Professor of Project Management 2007 to date Visiting Professor, Cranfield University, UK 2003 to date ISGI Groupe ESC Lille, France - Professor of Project Management, 1998 to date Managing Director, Human Systems Asia Pacific Pty Ltd and Director, Human Systems International from University of Technology, Sydney - Senior Lecturer, Associate Professor Director, Project Management Research Group Director of Program, Project Management Director of Programs, Project Management and Urban Estate Management 1991 Faculty of Design Architecture and Building, University of Technology, Sydney - Visiting Scholar, The Avdiev Group, Sydney - General Manager, NSW The Lennox Gallery Pty Ltd Sydney - Managing Director MEPC Australia Limited Melbourne - Project Manager Department of Decentralisation & Development - Research Officer and Policy Advisor Fombertaux Rice Hanly Pty Ltd Architects - Architect Resume: Lynn Crawford/Date: August 2009 Page No 2/8

3 LIST OF PUBLICATIONS Books S.J.K Cicmil, T. J. Cooke-Davies, L. H. Crawford, and K. A. Richardson (2009) Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice, Newtown Square, PA: Project Management Institute. L. H. Crawford, T.J. Cooke-Davies, J.B. Hobbs,L. Labuschagne, K. Remington, and P. Chen, P. (2008) Situational sponsorship of projects and programs: an empirical review, Newtown Square, PA: Project Management Institute. L. H. Crawford, J Brian Hobbs, J Rodney Turner (2005) Project Categorization Systems: Aligning Capability with Strategy for Better Results. Newtown Square, PA: Project Management Institute L. H. Crawford and C Clarke (Editors) (2000) Paradoxes of Project Collaboration in the Global Economy: Interdependence, Complexity and Ambiguity: Proceedings of the IRNOP IV Conference, Sydney, January 2000, Sydney, Australia: University of Technology, Sydney. ISBN: L. H. Crawford, J Kelleher, L Inge, G Searle, and G De Valence (1996) Construction Services and Export Group: Contribution of Immigrant Professionals. Melbourne: AGPS. Book Chapters L. H. Crawford (2008) World PM Trends and the Position of Japanese Standards and Developments in the Global Community. In: Ohara, P.S., (Ed.) Japanese Project Management, London: World Scientific Publishing L.H. Crawford and T. J. Cooke-Davies (2008) Project governance - the role and capabilities of the executive sponsor. In: Finland: IPMA L. H. Crawford (2007) Developing project management competence of individuals. In: Turner, J.R. and Simister, S.J., (Eds.) Gower Handbook of Project Management, 4th edn. Aldershot: Gower L. H. Crawford and J. R. Turner (2007) Developing project management capability of organizations. In: Turner, J.R. and Simister, S.J., (Eds.) Gower Handbook of Project Management, 4th edn. Aldershot: Gower L. H. Crawford (2006) Competencies of Project Managers. In: Cleland David I and Gareis, R., (Eds.) Global Project Management Handbook, New York, NY: McGraw-Hill, Inc. L. H. Crawford, J Brian Hobbs, J Rodney Turner (2004) Project Categorization Systems and Their Use in Organisations: An Empirical Study. D. P. Slevin, Cleland David I, & J. K. Pinto (Eds.) Innovations: Project Management Research 2004 (pp ). Newtown Square, Pennsylvania : Project Management Institute Inc. L. H. Crawford. (2004) Professional Associations and Global Initiatives. In: Morris, P W G and Pinto, J K (Eds.) The Management of Projects Resource Book, New York: Wiley and Sons (in press) L. H. Crawford. (2004) Global Body of Project Management and Knowledge. In: Morris, P W G and Pinto, J K (Eds.) The Management of Projects Resource Book, New York: Wiley and Sons (in press) L. H. Crawford. (2003) Assessing and developing project management competence. In: Turner, J.R., (Ed.) People and Projects, Aldershot: Gower L. H. Crawford. (2002) Profiling the competent project manager. In: Slevin, D.P., Cleland, D.I. and Pinto, J.K., (Eds.) The frontiers of project management research, Newtown Square, Pennsylvania: PMI K. L. Costello, L. H. Crawford, L, Bentley and J. B. Pollack, (2002) Connecting soft systems thinking with project management practice: an organizational change case study. In: Ragsdell, G., (Ed.), New York, Kluwer Academic / Plenum Publishers L. H. Crawford. (1998) Winning the Sydney to Hobart: a case study in project management. In: Cleland, D.I., Bursic, K.M., Puerzer, R. and Vlasak, A.Y., (Eds.) Project management casebook, pp Sylva, NC: Project Management Institute Journal Articles L.H. Crawford and J. Helm, (2009) Government and governance: the value of project management in the public sector. Project Management Journal 40 (1): T. J. Cooke-Davies, L. H. Crawford and T. Lechler, (2009) Project management systems: moving project management from an operational to a strategic discipline. Project Management Journal 40 (1): Resume: Lynn Crawford/Date: August 2009 Page No 3/8

4 L. H. Crawford and J. Pollack, (2008) Developing a Basis for Global Reciprocity: Negotiating Between the Many Standards for Project Management. International Journal of IT Standards & Standardization Research 6 (1): L.H. Crawford, T. J. Cooke-Davies, Hobbs, J.B., L. Labuschagne, K. Remington and P. Chen, (2008) Governance and support in the sponsoring of projects and programs. Project Management Journal 39 (S1):S43-S55 L.H. Crawford and T. J. Cooke-Davies (2008) Project governance - the role and capabilities of the executive sponsor. In: Finland: IPMA A. Aitken and L. H. Crawford (2007) Coping with stress: Dispositional coping strategies of project managers. International Journal of Project Management 25 (7): L. H. Crawford, J. B. Pollack and D. England (2007) How standard are standards: an examination of language emphasis in project management standards. Project Management Journal 38 (3):6-21. L. H. Crawford and J. B. Pollack (2007) How generic are project management knowledge and practice? Project Management Journal 38 (1): T. J. Cooke-Davies, S.J.K. Cicmil, L. H. Crawford, and K. Richardson (2007) We're not in Kansas anymore, Toto : mapping the strange landscape of complexity theory, and its relationship to project management. Project Management Journal 38 (2): L. H. Crawford (2006) Developing organizational project management capability: theory and practice. Project Management Journal Special Issue (August) L. H. Crawford, P.W.G Morris, J. Thomas, and M. Winter (2006) Practitioner development: from trained technicians to reflective practitioners. International Journal of Project Management Special Issue (November) R.W. Atkinson, L. H. Crawford, and S. Ward (2006) Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management Special Issue (November) P.W.G Morris, L.H. Crawford, D.E. Hodgson, M.M. Shepherd, and J. Thomas, J. (2006) Exploring the role of formal bodies of knowledge in defining a discipline / profession. International Journal of Project Management Special Issue (November) L. H, Crawford, J. B. Pollack, and D. England (2006) Uncovering the trends in project management: Journal emphases over the last 10 years. International Journal of Project Management L. H. Crawford, J. B. Hobbs, and J. R. Turner, (2006) Aligning capability with strategy: categorizing projects to do the right projects and to do them right. Project Management Journal 37 (2): L. H. Crawford (2005) Senior Management Perceptions of Project Management Competence. International Journal of Project Management 23 (1): 7-16 L. H. Crawford and J. Pollack (2004) Hard and Soft Projects: A Framework for Analysis International Journal of Project Management 22 (8): L. H. Crawford, K. Costello, J Pollack and L. H. Bentley (2003) Managing soft change projects in the public sector. International Journal of Project Management 21 (6): Y. Frimpong, J. Oluwoye, J and L. H. Crawford (2003) Causes of delay and cost overruns in construction of groundwater projects in developing countries: Ghana as a case study. International Journal of Project Management 21 (5): N. Muriithi, N and L. H. Crawford (2003) Approaches to project management in Africa: implications for international development projects. International Journal of Project Management 21 (5): J. R.Turner, A. Keegan, A. and L. H. Crawford (2002) Delivering improved project management maturity through experiential learning. International Project Management Journal 8 (1): J. Oluwoye, L. H. Crawford and S. Faniran (2002) Strategic planning practices in construction. Journal of Construction Management 17 (2): Refereed Research Conference Papers L. H. Crawford., T. J. Cooke-Davies, J. B. Hobbs, L. Labuschagne, K. Remington, P. Chen (2008) Governance and support in the sponsorship of projects and programs. In: PMI Research Conference, Warsaw, Newtown Square, PA: Project Management Institute A. Aitken and L. H. Crawford. (2008) Senior Management Perceptions of Effective Project Manager Behavior: An exploration of a core set of behaviors for superior project managers In: Proceedings of PMI Research Conference, Warsaw, Newtown Square, PA: Project Management Institute Resume: Lynn Crawford/Date: August 2009 Page No 4/8

5 T. J. Cooke-Davies, L. H. Crawford. and T. Lechler (2008) Project Management Systems: Moving Project Management From an Operational to a Strategic Discipline. In: PMI Research Conference, Warsaw, July 2008, Newtown Square, PA: Project Management Institute A. Hassner-Nahmias and L. H. Crawford (2008) Project Manager or Change Manager? Who should be managing organizational change? In: PMI Research Conference, Warsaw, Newtown Square, PA: Project Management Institute A. Aitken and L. H. Crawford (2007) Perceptions of Effective Project Manager Behaviour. In: Proceedings of World Project Management Week Conference, Singapore 2007, Brisbane, Queensland: PMGlobal A. Aitken and L. H. Crawford (2007) A study of project categorisation based on project management complexity. In: Proceedings of IRNOP VIII Conference, University of Sussex,19-21 September 2007, Brighton, UK: University of Sussex L. H. Crawford, T. J. Cooke-Davies, J. B. Hobbs, L. Labuschagne and K. Remington (2006) Exploring the role of the executive sponsor. In: Proceedings of PMI Research Conference, Montreal, July 2006, J.B. Pollack, L.H. Crawford, L.H., K.L. Costello, and L. Bentley (2006) Systems of information and the development of organisational project management competence. In: Xi'An, China: Northwestern University L. H. Crawford, J. B. Pollack, and K. L. Costello (2005) Hard and soft projects in the NSW Public Sector. In: Proceedings of Systems Thinking and Complexity Science: Insights for Action 11th Annual ANZSYS Conference/Managing the Complex V Christchurch, New Zealand, 5-7 December 2005, Christchurch, NZ: ANZSYS Conference L. H. Crawford, J. B. Hobbs & J. R. Turner Categorizing projects: identifying differences that make a difference. (in), Proceedings of ProMAC Research Conference, October, 2004: Society of Project Management (SPM, Japan), Nanyang Technological University (NTU, Singapore) and Tsinghua University (China): Tokyo. Japan. V. Hazard & L. H. Crawford Defining Project Governance. (in), Proceedings of ProMAC Research Conference, October 2004: Society of Project Management (SPM, Japan), Nanyang Technological University (NTU, Singapore) and Tsinghua University (China): Tokyo. Japan. L. H.Crawford. Strategic delivery capability: the challenge for project management. (in), Proceedings of ProMAC Research Conference, October, 2004: Society of Project Management (SPM, Japan), Nanyang Technological University (NTU, Singapore) and Tsinghua University (China): Tokyo. Japan. K. Remington and L. H. Crawford Illusions of Control: philosophies influencing project management IRNOP VI, Turku, Finland, August 25 27, Finland. L. H. Crawford and J. Pollack Action Research as a framework for Project Management. IRNOP VI, Turku, Finland, August 25 27, Finland. L. H. Crawford and D. England Mapping the links between project management and systems. IRNOP VI, Turku, Finland, August 25 27, Finland. L. H. Crawford, J. B. Hobbs and J. R. Turner Project Categorization Systems and their Use in Organisations: an empirical study. D. P. Slevin, David I Cleland David & J. K. Pinto (Co-Chairs), Proceedings of PMI Research Conference, July 2004: London. Sylva, NC: Project Management Institute L. H. Crawford, Towards a global framework for project management standards. In: Proceedings of PMSA Conference, Johannesburg, May Johannesburg, South Africa: PMSA. L. H. Crawford, Patterns of Support for Corporate Delivery Capability. In: Proceedings of PMSA Conference, Johannesburg, May Johannesburg, South Africa: PMSA. L. H. Crawford Developing project management competence for global enterprise. In: Yeo, K.T., Yoshizawa, T., Pokharel, S. and Seki, T., (Eds.) International Conference on Project Management, "Breakthrough with Project Management in the Era of Global Revolution by IT", Proceedings Volume 1, Singapore: Nanyung Technical University, Singapore; 31 July to 2 August 2002 L. H. Crawford. Senior management perceptions of project management competence. In: Turner, J.R., (Ed.) Proceedings IRNOP V 2002: Zeeland, Rotterdam: Erasmus University K Costello, L. H. Crawford, J Pollack, L Bentley,, Soft systems project management for organisational change. In: Turner, J.R., (Ed.) Proceedings IRNOP V 2002: Zeeland, Rotterdam, Erasmus University L. H. Crawford and K. Costello Towards a Transferable Methodology for Managing Strategic Change by Projects. In: Crawford, L. H. and Clarke, C.F., (Eds.) IRNOP IV Conference - Paradoxes of Project Collaboration in the Global Economy: Interdependence, Complexity and Ambiguity, Sydney, Australia: University of Technology, Sydney (2000) (refereed) Resume: Lynn Crawford/Date: August 2009 Page No 5/8

6 L. H. Crawford Stress and satisfaction in a world of projects. In: Crawford, L. H. and Clarke, C.F., (Eds.) IRNOP IV Conference - Paradoxes of Project Collaboration in the Global Economy: Interdependence, Complexity and Ambiguity, Sydney, Australia: University of Technology, Sydney (2000) (refereed) L. H. Crawford Management of Interdependent Soft Projects Proceedings of IRNOP III, Calgary, Alberta, July University of Calgary (refereed) pp Published Conference Papers (Papers prior to 2000 not included due to space restrictions) L. H. Crawford (2008) Project management for a faster tomorrow. In: IPMA World Congress, Rome, Italy, November 2008 (Keynote Address) L. H. Crawford (2008) Speaking the right language: getting buy-in for PPM. In: Happy Projects Conference, Vienna, Austria May 2008, Vienna, Austria: L. H. Crawford, A. Aitken and Z. Whittaker (2008) Global Standards for Project and Program Management. In: PMAJ, (Ed.) International Project and Program Management Seminar (IP&PMS), Tokyo: PMAJ Aitken and L. H. Crawford (2008) Delivering on strategy - benchmarking your way to better performance. In: AIPM National Conference, Canberra, October 2008, Sydney, Australia: Australian Institute of Project Management L. H. Crawford and G. Earl, (2008) Project leadership for sustainability. In: AIPM National Conference, Canberra, October 2008, Sydney, Australia: Australian Institute of Project Management S. Cicmil and L. H. Crawford (2007) Project complexity and the paradox of project control. In: ICAN 07 Conference Mission Control, November 29th-30th 2007, Sydney, Sydney: UTS Aitken and L. H. Crawford (2007) Perceptions of Effective Project Manager Behaviour. In: Proceedings of World Project Management Week Conference, Singapore 2007, Brisbane, Queensland: PMGlobal L. H. Crawford (2006) Governance, Leadership and Control: The Role of the Executive Sponsor. In: Proceedings of the Australian Institute of Performance Conference, Canberra, ACT: Australian Institute of Performance Management L. H. Crawford (2006) Governing projects for corporate excellence. In: Proceedings of PMOZ Conference, Melbourne: PMOZ L. H. Crawford (2006) Project and Program Management Competence - A Global Perspective. In: Proceedings of ProMAC, Sydney 2006, Sydney: ProMAC L. H. Crawford, T. Cooke-Davies The Pivotal Role of the Executive Sponsor. In Proceedings of PMI Global Congress North America 2005, Newtown Square, PA: Project Management institute L. H. Crawford, Y. Butler and S. Sankaran Project Management in Complex Times PMOZ, August, L. H. Crawford Supporting delivery capability: the many faces of project support in organisations. In: Proceedings of 17th IPMA World Congress on Project Management, June Budapest, Hungary: IPMA J. R. Turner, L. H. Crawford and J. B. Hobbs Aligning capability with strategy. In: Proceedings of PMI Europe 2004, Prague. Newtown Square, PA: Project Management Institute. L. H. Crawford Tapping tacit knowledge. In: Proceedings of PMI Europe 2003, The Hague, Netherlands. Newtown Square, PA: Project Management Institute L. H. Crawford and S Sankaran Integrating Knowledge Management and Project Management: Embedding Knowledge Management Practices into Projects. In: Proceedings of World Project Management Week Conference, Gold Coast, March Queensland: WPMW. L. H. Crawford Reviewing current National Qualifications Frameworks and regional qualifications initiatives in Australia. In: Proceedings of Seminar facilitated by South African Qualifications Authority for the Southern African Development Community, Pretoria, South Africa, November 2002: SAQA L. H. Crawford, J B Hobbs and J R Turner. Matching people, projects, processes and organisations. In: Proceedings of the 32nd Annual Project Management Institute 2002 Seminars & Symposium, San Antonio, October, Sylva, NC, Project Management Institute L. H. Crawford, J B Hobbs and J R Turner. Investigation of potential classification systems for projects. In: Slevin, D.P., Cleland David I and Pinto, J.K., (Eds.) Project Management Research at the Turn of the Millennium: Proceedings of PMI Research Conference, July 2002: Seattle, Sylva, NC, Project Management Institute Resume: Lynn Crawford/Date: August 2009 Page No 6/8

7 L. H. Crawford.and K. Costello Approaches to development of strategic project management capability. In: UK Operational Research Society, (Ed.) Proceedings of the sixteenth triennial conference of the International Federation of Operational Research Societies (IFORS): OR in a globalised, networked world economy 8-12 July 2001: Edinburgh, Edinburgh, UK Operational Research Society / University of Edinburgh L. H. Crawford Setting the baseline: the case of the competent project manager. In: Proceedings of the Fifth European Management Conference, PMI Europe 2002, France, June 2002, France: PMI France Sud L. H. Crawford Developing individual and organisational project management competence. In: Proceedings of PMISA Conference, Johannesburg, April 2002, Johannesburg, South Africa, PMISA L. H. Crawford and V DaRos. Politics and the Project Manager. In: Proceedings of World Project Management, Hong Kong, March 2002, Brisbane, Australia, Eventcorp L. H. Crawford, World PM Trends and the Position of P2M in the Global Community. In: Proceedings of Executive Project Management Forum in Osaka and Tokyo, Japan, January 2002, Fuji Xerox Learning Center with ENAA and JPMF L. H. Crawford Towards global project management standards. In: Proceedings of the International Project Management Congress 2001, Project Management Development in the Asia-Pacific Region in the New Century: Tokyo November 2001, Tokyo, Japan, ENAA and JPMF L. H. Crawford Profiles of Top Project Managers: the Senior Management Perspective. In: Proceedings of the PMI New Zealand Annual Conference 2001: Project Success: Putting it all together: Wellington, New Zealand, Wellington, New Zealand, PMI NZ L. H. Crawford and C. Brett. Exploring the role of the project sponsor. In: Proceedings of the PMI New Zealand Annual Conference 2001: Project Success: Putting it all together: Wellington, New Zealand, Wellington, New Zealand, PMINZ L. H. Crawford Breaking down Barriers to Project Management Creativity. In: Proceedings of IPMA / Nordnet Conference, Stockholm, Sweden, May 2001, Stockholm, Swedish Project Management Association L. H. Crawford Competence for Prosperity through Partnership. In: Proceedings of World Project Management Week Conference, Cairns, October 2000, Brisbane: Eventcorp L. H. Crawford and T. Cooke-Davies Managing Projects Managing Knowledge: Sharing a journey towards performance improvement. In: Proceedings of World Project Management Week Conference, Cairns, October 2000, Brisbane: Eventcorp L. H. Crawford Project management competence for the new millennium. In: Proceedings of 15th World Congress on Project Management, London, England, May IPMA (refereed) RESEARCH GRANTS Project Management and Organizational Change Grant from Project Management Institute, with Dr Anat Hassner-Nahmias and Alicia Aitken (US$30,000) (Chief Investigator) Best Industry Outcomes Grant from Project Management Institute, with Dr Terry Cook-Davies (US$30,000) (Co-Investigators) Impact of Complexity Theory on Project Management: Mapping the Field of Complexity Theory, and Using One Concept of Complexity as an Interpretive Framework in Studying Projects and Project Management Practice Grant from Project Management Institute, with Dr Svetlana Cicmil (University of Western England, Dr Terry Cook-Davies (University College London) and Dr Kurt Richardson (Institute for the Study of Coherence and Emergence). (US$30,000) (Principal Investigator, Team Leader Dr Svetlana Cicmil) Exploring the Role of the Executive Sponsor.. Grant from Project Management Institute, with Professor J Brian Hobbs (UQAM), Dr Terry Cook-Davies, Dr Kaye Remington (UTS) and Dr Les Labuschagne (U Johannesburg) (US$30,000) (Chief Investigator) Understanding and Quantifying the Value of Project Management Grant from Project Management Institute. Member of team lead by Professor Janice Thomas (Athabasca University) and Mark Mullaly (US$1.25m) (Investigator) Resume: Lynn Crawford/Date: August 2009 Page No 7/8

8 Building a Strategic System Approach to NASA s Project and Program Management: Phase 1 - Identifying NASA-Specific Strategic Project Types Research Team lead by Stevens Institute of Technology and Wesley J. Howe School of Technology Management, USA (US$70,000) (PI) Global Performance Based Standards for Project Management Personnel. Research conducted to support global initiative. Funding provided by subscribers to the initiative including Project Management Institute, Australian Institute of Project Management, Project Management Professionals Certification Center (Japan), Services SETA (South Africa), Business Services Training Australia (BSTA) now Innovation and Business Skills Australia (IBSA), Motorola, American Express ($21,800 in 2003, $20,650 in 2004, $20,400 in 2005) (CI) Assessing Project Management Competence. Research Agreement between UTS and Project Performance Group Pty Ltd. (A$28,000 in 2003, $A41,000 in 2004, $73,000 in 2005) (CI) Project Management Qualifications: A Research Study. Commissioned by the APM Group Limited, UK. (A$15,500) (CI) Investigation of Potential Classification Systems for Projects. Grant from Project Management Institute, with Professor J Brian Hobbs (University of Quebec at Montreal) and Professor J Rodney Turner (Erasmus University, Rotterdam) (A$47,400 plus in-kind contributions over 2 years) (CI) Benchmarking Project Management Performance and Practices. Research Agreement between UTS and Human Systems Pty Ltd. ($70,000 in 2001, $50,000 in 2002, $70,000 in 2003, $23,000 in 2004, $80,000 in 2005) (CI)) Developing Organisational Project Management Competence. Research Agreement between UTS and Rail Infrastructure Corporation. ($100,000) (CI) Project Teams: Linking Performance to Outcomes SPIRT Grant (APA(I))with Telstra, Colonial Bank, Resitech and Rail Services Australia Co-Chief Investigator, Associate Professor Paul Hager ($60,000 plus in-kind contributions) (PI) Management of Multiple, Interdependent and Soft Projects. Faculty / University Designated Research Strength. UTS. ($15,000 per annum for 4 years) (CI) Soft Systems for Soft Projects SPIRT Grant with NSW Police Service Co-Investigators, Assistant Commissioner Christine Nixon and Director of Research, NSW Police Service, David Bradley ($930,000) (CI) Developmental Assessment of Project Management Competence ARC Collaborative Research Grant, with Adjunct Professor Alan Stretton and Professor Andrew Gonczi ($469,532) (CI) Which costs more? Cars or public transport: A full-system costing of Sydney s transport network, UTS Internal Research Grant, with Professor Mark Diesendorf and Jason Kelleher ($20,000)(PI) Ethnicity and Gender in the Australian Construction Industry, UTS Internal Research Grant, with A/Prof Cliff Roberts and Dr Susan McGrath Champ ($20,000) (CI) Towards a Position Paper on the Architects Act: Public perceptions of architectural services Board of Architects Research Grant 1995 ($6,000) (CI) Construction Services and Export Growth: The Contribution of Immigrants Bureau of Immigration and Population Research (AGPS publication, Dec 1996) with G Searle and G de Valence ($56,000) (CI) Development of National Competency Standards in Architecture Architects Accreditation Council of Australia (National Office of Overseas Skills Recognition) with Professor Neville Quarry and Helen Fisher ($60,000) (PI) A Means of maintaining and developing professional competence throughout a career as an architect, Board of Architects Research Grant, 1988 ($6,000) (CI) Resume: Lynn Crawford/Date: August 2009 Page No 8/8