JRT Vienna 5 - Copy

Prof J Rodney Turner

PROFESSOR J RODNEY TURNER MA, MSc, DPhil (Oxon), BE (Auck), CEng, FIMechE, FAPM, MInstD

Rodney Turner Professor of Project Management at Kingston Business School and at SKEMA Business School, in Lille France where he is Scientific Director for the PhD in Project and Programme Management at.  He is Adjunct Professor at the University of Technology Sydney.

Rodney was educated at Auckland University where he did a Bachelor of Engineering and Oxford University where he received an MSc in Industrial Mathematics and a DPhil in Engineering Science.

Rodney was introduced to project management working for ICI as a mechanical engineer and project manager in the petrochemical industry.  He then worked for Coopers and Lybrand as a management consultant, working in shipbuilding, manufacturing, telecommunications, computing, finance, government, and other areas.  He was then director of Project Management at Henley Management College and Professor of Project Management at Erasmus University Rotterdam before joining the Lille School of Management (now SKEMA Business School) in 2004.

Rodney is the author or editor of eighteen books, including The Handbook of Project-based Management, the best selling book published by McGraw-Hill, and the Gower Handbook of Project Management.  He is editor of The International Journal of Project Management.  His research areas cover project management in small to medium-enterprises, the management of complex projects, the governance of project management, including ethics and trust, project leadership and Human Resource Management in the project-oriented firm.

Rodney is Vice President, Honorary Fellow and former chairman of the UK’s Association for Project Management, and Honorary Fellow and former President and Chairman of the International Project Management Association.  In 2004 he received a life-time research achievement award from the Project Management Institute, and in 2012 from the International Project Management Association.  From 1997 to 2005, he returned to the oil, gas and petrochemical industry as Operations Director of the Benelux Region of the European Construction Institute.  He is a member of the Institute of Directors, and Fellow of the Institution of Mechanical Engineers.

Keynote Speaker

“Ethics, Governance and Trust on Projects”

Project managers are slow to recognize the ethical issues they experience on their projects, but once they are faced with an ethical issue they have to decide whether to try to solve it on their own, or seek help from the governance structure. Whether they are allowed to solve it on their own depends on the extent to which the governance structure trusts them, and whether they seek help form the governance structure depends on the extent to which they trust the governance structure. That trust depends on the nature of the governance structure. In this paper we explore the nature of ethical issues faced by project managers. We then investigate how the way project managers respond to ethical issues depends on the nature of the governance structure. and how that influences the levels of mutual trust between the project manager and governance structure , and between the project manager and project team and other stakeholders. The nature of those relationships is also influenced by the governance and governmentality of the parent organization, and we also explore that impact.

Workshop Outline

” Governance & Ethics in Project Management”

Project managers are slow to recognize the ethical issues they experience on their projects. We start this seminar by exploring the nature of ethical issues faced by project managers.
Once project managers are faced with an ethical issue they have to decide whether to try to solve it on their own, or seek help from the governance structure. Whether they are allowed to solve it on their own depends on the extent to which the governance structure trusts them, and whether they seek help form the governance structure depends on the extent to which they trust the governance structure. That trust depends on the nature of the governance structure. We give an overview of project governance, and explore how different governance structures influence the way project managers respond to ethical issues and how they seek help.
The nature of the governance structure also influences the levels of mutual trust between the project manager and governance structure , and between the project manager and project team and other stakeholders. The nature of those relationships is also influenced by the governance and governmentality of the parent organization, and we also explore that impact.

PRESENTATION Rodney Turner Ethics, Trust and Governance on Projects