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Developing a Basis for Global Reciprocity: Negotiating Between the Many Standards for Project Management

Developing a Basis for Global Reciprocity: Negotiating Between the Many Standards for Project Management

Lynn Crawford, Julien Pollack
Copyright: © 2008 |Volume: 6 |Issue: 1 |Pages: 15
ISSN: 1539-3062|EISSN: 1539-3054|ISSN: 1539-3062|EISBN13: 9781615203819|EISSN: 1539-3054|DOI: 10.4018/jitsr.2008010104
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MLA

Crawford, Lynn, and Julien Pollack. "Developing a Basis for Global Reciprocity: Negotiating Between the Many Standards for Project Management." IJITSR vol.6, no.1 2008: pp.70-84. http://doi.org/10.4018/jitsr.2008010104

APA

Crawford, L. & Pollack, J. (2008). Developing a Basis for Global Reciprocity: Negotiating Between the Many Standards for Project Management. International Journal of IT Standards and Standardization Research (IJITSR), 6(1), 70-84. http://doi.org/10.4018/jitsr.2008010104

Chicago

Crawford, Lynn, and Julien Pollack. "Developing a Basis for Global Reciprocity: Negotiating Between the Many Standards for Project Management," International Journal of IT Standards and Standardization Research (IJITSR) 6, no.1: 70-84. http://doi.org/10.4018/jitsr.2008010104

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Abstract

Professional standards are a significant issue for professions such as IT and Project Management, where certification and licensure are either necessary to practice or to demonstrate individual competence and capability. In many professions there is no basis for international reciprocity of professional standards. This paper documents the development of a standard for global reciprocity between already existing professional standards in the field of Project Management. Data are based on personal involvement by the authors and interviews with participants. This discussion addresses different approaches to standardisation, how common issues in the standardisation process have been addressed, and how the hindering influence of the professional associations’ proprietorial interest was avoided. Significantly different standards of development processes have been used compared to those typical in Project Management standards development, including: an emphasis on negotiation and joint modification rather than market dominance, and an open access approach, rather than one based on exclusion and gate-keeping.

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