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It positions RPM through its principles and manifesto, and outlines a rationale and exploratory qualitative approach to uncover required competences and influences on professional practice.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/document/","Document",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/document/research-report/","Research & 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is the core aim of the Mind the Gap study in Responsible Project Management?","Question",{"text":63,"@type":64},"The study aims to explore and understand what project practitioners expect from Responsible Project Management, clarifying challenges, aspirations, and considerations in pursuing responsible approaches.","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"How does the document describe Responsible Project Management (RPM)?",{"text":68,"@type":64},"RPM is presented as managing projects with conscious attention to intended and unintended impacts and outcomes, guided by ten principles in the RPM Manifesto to support responsible value delivery.",{"name":70,"@type":61,"acceptedAnswer":71},"What methodology does the study propose to use?",{"text":72,"@type":64},"The research proposes an exploratory qualitative approach, starting with a systematic literature review to establish a foundational base for subsequent 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J.;1 Lawman, A.;1 Tabassi, A.A.; 2Thompson, K.; 3 Williams, N.4  \n1 Liverpool John Moores University, Liverpool Business School  \n2 Manchester Metropolitan University,  \n3 Responsible Project Management & University of Southampton  \n4 University of Portsmouth  \nResponsible PM - A paradigm shift  \nCalls to the profession to move beyond technical functions, recommending and embracing the principles of responsible and sustainable practice are well established, however, awareness of these concepts from multiple perspectives remains elusive (Hwang & Ng, 2013; IPMA, 2015; Økland, 2015; Huemann & Silvius, 2017; International Organization for Standardisation, 2017; Silvius & de Graf, 2019; Thompson & Williams, 2019; Magano et al, 2021) . The required change of focus from tools and techniques to incorporate mindsets, knowledge and skills that empower project professionals to deliver a wider range of benefits is challenging. This has created the need for delicate balance between environmental sustainability, social equity, economic viability, efficient administration (APM, 2022) as well as supporting the growth of individuals and organizations in developing their capabilities.  \nThe core aim of this study is to explore and understand the expectations of project practitioners in Responsible Project Management (RPM) . By elucidating the viewpoints of stakeholders, the study aims to provide nuanced insights into the unique challenges, aspirations, and considerations inherent in pursuing and fostering responsible approaches within the project management domain. Specific objectives are found in Table 1:  \nTable 1: Objectives, Methods, and Intended Outputs  \nThe Research Question is therefore, what are the expectations and gaps of project practitioners in developing knowledge, skills and competences in Responsible Project Management and how do perceptions influence professional practice?  \nInitial Literature Review  \nExtant literature from academic and professional sources concur that the role of project management practitioners is evolving to address sustainability within and by projects. Responsible PM has been conceptualised in terms of proposals for change to management practices (e.g. Laasch & Conaway,  \n2015), as emerging from moral reflexive practice (Hibbert and Cunliffe, 2013) . RPM is the concept of managing projects with conscious attention to intended and unintended impacts of projects and outcomes. Its ten principles via the RPM Manifesto are intended to guide practice, improve conscious awareness, and facilitate project decision-making in ways that deliver value that includes the environment and society (Thompson & Williams, 2019) . RPM embodies responsible business practices, emphasising transparency, ethical conduct, and meaningful stakeholder engagement (Cicmil & Gaggiotti, 2018) .  \nResearch by Tabassi et al (2016) also suggests that project managers should possess the necessary transformative leadership competencies, skills, and knowledge to be able to achieve sustainability success in projects as well as contribute strategically to the transition towards sustainable societies in general. However, increasing such responsibility also means progressing incrementally towards the desired future transition, which requires new levels of knowledge and understanding (Thompson, 2023) . Shifts in mindset that integrate complexity and uncertainty, through holistic approaches and behaviours are needed to manage current and future challenges (Silvius & Schipper, 2014; Kassel et al, 2018; Thompson & Williams, 2019; Rimanoczy, 2021; PMI, 2021, 2022) . Use of the term “mind-shift”suggests that it is not just new knowledge that is required but a shift in understanding, skills, behaviours, flexibility, and adaptability (Thompson, 2023) .  \nScholars suggest the professional bodies should spearhead the drive for solutions and skills to address future","cbCaijRtkPbJy0dR","https://ap.wps.com/l/cbCaijRtkPbJy0dR","pdf",322468,"English","# Responsible PM - A paradigm shift\n## Research aims and question\n## Initial literature review\n## Research rationale\n## Theoretical approach\n## Methodology & methods","[{\"question\":\"What is the core aim of the Mind the Gap study in Responsible Project Management?\",\"answer\":\"The study aims to explore and understand what project practitioners expect from Responsible Project Management, clarifying challenges, aspirations, and considerations in pursuing responsible approaches.\"},{\"question\":\"How does the document describe Responsible Project Management (RPM)?\",\"answer\":\"RPM is presented as managing projects with conscious attention to intended and unintended impacts and outcomes, guided by ten principles in the RPM Manifesto to support responsible value delivery.\"},{\"question\":\"What methodology does the study propose to use?\",\"answer\":\"The research proposes an exploratory qualitative approach, starting with a systematic literature review to establish a foundational base for subsequent inquiry.\"}]","Mind the Gap - Exploring Expectations for Project Practice in Responsible Project Management | PDF"]