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Adjunct Professor Christophe Bredillet

Science and Engineering Faculty,
Civil Engineering and The Built Environment

Personal

Name
Adjunct Professor Christophe Bredillet
Position(s)
Adjunct Professor
Science and Engineering Faculty,
Civil Engineering and The Built Environment
Discipline *
Other Built Environment and Design, Business and Management
Email
Location
View location details (QUT staff and student access only)
Qualifications

PhD (ESC Lille, Graduate School of Management), MScProjMgt , MSc , MBA

Professional memberships
and associations

Project, Programme & Portfolio Management  

Management  

* Field of Research code, Australian and New Zealand Standard Research Classification (ANZSRC), 2008

Biography

Professor Christophe Bredillet has 28 years of experience mainly in the field of Strategy, Programme & Project Management.   He worked from September 2010 till November 2011 as Senior Expert World Bank for an International Development programme in Senegal.   From June 1992 to June 2010, he was the Provost & Dean, Director of Postgraduate Programmes & Studies, and Professor, Head of School “Strategic Management & Project, Programme and Portfolio Management” at ESC Lille, a well-regarded French Business School internationally known for its Project Management programmes (now SKEMA Business School). As part of his realisations, he was successful in having the portfolio of PM programmes (MSc, Specialised Masters (executive education), EMBA & executive PhD) accredited by PMI Global Accreditation Centre (2005 – the 1st institution outside North America and the 4th in the world), and by APM (2008 – the 1st institution outside the UK). Furthermore he successfully integrated into the programmes courses leading to professional credentials preparation, accreditation of these courses and of the lecturers of the courses as part of a wider quality framework and strategy for the PM programmes and for ESC Lille. He launched in 2001 the, world wide highly recognised by peers, series of International Project, Programme & Portfolio Management Weeks hosted by ESC Lille. He created, as part of these International Weeks series, the first EDEN doctoral seminars in Project Management in 2008 (accredited by EIASM). The EDEN doctoral seminars in Project Management are still running.   He was Professor, Chair of Project Management & Economics at University of Technology Sydney from 2000 to 2001. He has been an External Examiner for Henley Management College (2005-2009).   Previous to joining ESC Lille, he worked as a Consultant for PA Consulting, International Marketing Director for the Golf Division of Salomon, and in M&A for Credit Lyonnais.   Commitment to Professional Bodies and Research Networks  He is strongly involved in Project Management Professional Associations:

and Research Networks:

  He has been a member of the review committee for PMI 2000 to 2012 Research Conference, for IRNOP (since 2002), for EURAM (since 2004 – Project Management co-track Chair) and for Academy of Management Conference (since 2001). He founded the Lille PMI Chapter and was President from 2000 to 2009.   He has been Executive Editor of the Project Management Journal (Wiley) since May 2004, member of International Academic Editorial Board, International Journal of Managing Projects in Business (Emerald) since 2007, and reviewer for the International Journal of Project Management since 2002.   From 1998 to 2002, he was a PMI MAG Research Member and co-lead of two research & standards development projects for PMI (“Project Manager Competency Development Framework” and “Organizational Project Management Maturity Model (OPM3®) Knowledge Foundation”).   He received several research honours and awards:

  • 2012:Manfred Saynish Foundation for Project Management (MSPM) – Project Management Innovation Award for contribution to a philosophy of science with respect to project management / complex project management. The results of my ground-breaking research were primarily published in:
  1. Bredillet, C. 2004. “Beyond the positivist mirror: Towards a Project Management ‘Gnosis’”, International Research Network for Organizing by Projects-IRNOP VI, Turku, Finland, 25 – 27 August 2004;
  2. Editorial of PMJ “The link Research-Practice: A Matter of “Ingenium” – Part 1-3″, Sept. 2006 – March 2007;
  3. Editorial of PMJ “Mapping the dynamics of the Project Management – Part 1-5″, Dec. 2008 – March 2010;
  4. Bredillet, C. 2010. “Blowing Hot and Cold on Project Management”. Project Management Journal. Vol.41 (3): 4–20.
  • 2012: Award of Appreciation, Project Management Institute, for outstanding service and contribution to the PMI Project Management Journal (inclusion in SSCI, Web of Science & Scopus).
  • 2011: AACSB Best Paper in Operations Management: Dwivedula, R.; Bredillet, C. N.; Muller, R. 2011. “Work Motivation as a Determinant of Project Management Success: Theoretical Perspectives and Empirical Results“. Academy of Business Research International Conference 2011, Atlantic City, NJ.
  • 2011: Project Management Journal has been recognized by peers in the publishing industry with an APEX 2011 Award of Excellence in the category of Print: Magazine & Journal.
  • 2008: Best Papers Proceedings: Anbari, F., Bredillet, C., Turner, J.R. 2008. “Perspectives on Research in Project Management: Exploring Research in Project Management: Nine Schools of Project Management Thought”. Best Papers Proceedings, Academy of Management Conference, Anaheim, USA, 8-12 August 2008.
  • 2008, 2010: APEX Awards for Publication Excellence: Most Improved Magazines & Journals – Project Management Journal (Executive Editor).
  • 2002: Award of Appreciation, Project Management Institute Research (for outstanding service and contribution to the PMI Project Management Research Program).

Research interests   Professor Christophe Bredillet’ s main interests and research activities are in the field of project, programme and portfolio management (P3M) such as principles & theories of P3M, dynamic of evolution of the P3M field, bodies of knowledge, standards (project, programme, portfolio management, maturity models, competence frameworks), observatory of P3M practices and their link with Governance and Performance at organisational, team and individual levels, use of system dynamics modelling to design lifelong learning and capability development structures in P3M), and business and industrial dynamics (use of systems thinking and system dynamics in both P3M and strategic management).   These research activities are grounded on situational and praxeological approaches, on ontological pluralism, and on constructivist and subjectivist epistemological perspectives. Theoretical grounds include Complexity Theory, new organisational institutionalism and economic coordination exemplified by Convention Theory.   Professor Christophe Bredillet has supervised 31 PhD students (completed theses) and has been part of 8 international committees.   He has conducted assessment activities (research grants) for ‘Conseil de Recherches en Sciences Humaines du Canada’ (since 2008), 8 promotions and tenure positions (professorial level) evaluations since 2004.   These commitments to both professionals bodies & industries and research networks enable him to be actively involved in development and innovation of leading project, programme and portfolio management research and cutting edge professional practice.

This information has been contributed by Adjunct Professor Christophe Bredillet.

Teaching

Facilitation & courses @ QUT

  • Since 2012: Executive Master in Complex Project Management – GSZ534 – Building Organisational Capability
  • Since 2013: Shell Project Academy: Master Class – Managing Complex Projects

Teaching & Development   1996 – 1998: Development in partnership with Georges Bessis of software in strategic diagnostic & analysis for education purpose and consultancy. The product (LaStraDa) is still used in France as part of the business and engineering schools programmes (in Professor Christophe Bredillet Strategic Management course) and by some consulting companies such as KPMG.   2000 – 2001: Redesign of the Master of Project Management and design and development of a Doctorate of Project Management at UTS.   1998 – 2008: Development (redesign of the masters’ programmes and design and development of the MBA & executive PhD programmes) of an integrate portfolio of programmes (MSc, Specialised Masters, MBA, Executive PhD) at ESC Lille.   The design/redesign had to be compliant with several types of frameworks (see below), while enabling each programme to be modular, and delivered in blended learning mode supported by Claroline an Open Source software platform for learning and collaboration online and existing eLearning solution in project management (STS) and in management (Crossknowldge).   Educational and learning frameworks

Institutional accreditation frameworks

Professional Bodies academic programmes accreditation frameworks

Partnerships  One of the key aspects of these developments was the ability to integrate and deliver the programmes in conjunction with a set of international partners in various locations (University of Texas Dallas (MBA) in the US, UTS (MSc, MBA, PhD) in Australia, Dassault and Thales University (MSc, Specialised Masters, executive PhD) in France and in Gulf countries, Tsinghua University (PhD) in China.   2006 – 2008: Development of executive PhD seminar (and EDEN Doctoral seminar) on the basis of a research done about exploring research in Project Management: through Project Management Schools of Thought. The purpose of this research was to offer to executive participants an overview of the research in project of management on the basis of managerial situations while helping to have a clear vision of ontological, epistemological and theoretical underlying grounds.   The following selected papers and book illustrate some of the outcomes of this research:

  • Bredillet, C. 2004. “Understanding the very nature of Project Management: a praxeological approach.”, PMI Research Conference, London, 11 – 14 July 2004
  • Anbari, F., Bredillet, C., Turner, J.R. 2008. “Exploring Research in Project Management: Nine Schools of Project Management Thought”. Best Papers Proceedings, Academy of Management Conference, Anaheim, USA, 8-12 August 2008
  • Turner, J.R, Huemann, M., Anbari, F.T and Bredillet, C.N., 2010, Perspectives on Projects, Routledge, London and New York Turner

Pedagogical approach   Professor Christophe Bredillet pedagogical approach is based on analogically situated learning and praxeological approaches, on ontological pluralism, and on constructivist and subjectivist epistemological perspectives. Theoretical grounds include Complexity Theory, new organisational institutionalism and economic coordination exemplified by Convention Theory.   The approach has been described in several papers with regards to the premise that, in volatile, uncertain, complex and ambiguous situations (projects) “modelling to understand“,and therefore to act, is a privileged mode enabling the double learning and convergence, or congruence, between theory-in-use and espoused theory (see Argyris and Schon).

  • Bredillet, C. 2007. “Learning and Acting in project situations through a meta-method (MAP) : a case study: Contextual and Situational approach for Project Management Governance in Management Education”, 3rd Project Management Conference for Excellence in Teaching, Learning and Assessment, Sept 2007, UK
  • Anbari, F., Bredillet, C., Cicmil, S., Thomas, J., Walker, D.H.T. 2008. “Collaborative academic/practitioner research in project management: Theories and Models”. International Journal of Managing Projects in Business. Vol. 1 No. 1, 2008. pp. 17-32.
  • Anbari, F., Bredillet, C., Cicmil, S., Söderlund, J., Thomas, J., Walker, D.H.T. 2008. “Collaborative academic/practitioner research in project management: Examples and Applications”. International Journal of Managing Projects in Business. Vol. 1 No. 2, 2008. pp. 168-192.
  • Bredillet, C. 2008. “Learning and Acting in project situations through a meta-method (MAP) : a case study: Contextual and Situational approach for Project Management Governance in Management Education”. International Journal of Project Management. Vol.26 (3): 238–250
  • Bredillet, C. 2010. “Blowing Hot and Cold on Project Management”. Project Management Journal. Vol.41 (3): 4–20
This information has been contributed by Adjunct Professor Christophe Bredillet.

Experience

2010 – 2012: World Bank, Senegal, Senior Expert

  • Audit of the Portfolio of Programmes run in Senegal by 18 majors development banks, aid agencies and donors
  • Creation of a capability development centre: Centre for Advanced Studies and Research in Project, Programme and Portfolio Management (CASR 3PM), running executive development, Msc, MBA and PhD programmes.

 

2003 – to date: Concept Symposium, Programme committee member and speaker.

“The Concept Research Programme develops ways of improving the use of resources and enhancing the effects of major public investments. The principal goal of the Concept Research Programme is to develop knowledge and expertise on projects in the front-end phase, from the initial visualization until the decision to implement is made. Trailing research on large public investment projects is the main project activity. The goal is to attain better use of resources and greater effects of such investments. The Norwegian Ministry of Finance funds the programme.”

“Bi-annually, the Norwegian Ministry of Finance and the Concept Research Program welcome specially invited participants from governmental agencies, academia, consultancy firms, and project management associations. Participants are selected resource persons from all over the world with particular experience related to the specific symposium topics.”

 

2002 – to date: Global Alliance for Project Performance Standards (GAPPS), Representative, former Global Steering Committee member.

“The GAPPS is a unique alliance of government, private industry, professional associations and training/academic institutes working together to develop globally applicable project management competency based standards, frameworks and mappings. Our standards and frameworks are intended to facilitate mutual recognition and transferability of project management qualifications.

The aim of the GAPPS is to provide the global project management community with information that is freely available for use by businesses, academic institutions, professional associations, and government standards and qualifications bodies globally.”

 

Standards development

 

PMI® – Project Management Institute

1998 – 2002: Core team member “Project Manager Competency Development Framework” standard and “Organizational Project Management Maturity Model (OPM3®) Knowledge Foundation” standard,

2002 – to date: subject matter expert (PMI Standards, APM Group Standards)

 

Professional credentials

 

2000 & 2010 (renewal): Certified Projects Director IPMA level A (IPMASMaP)

Report: “From idea to industrialisation of recycling water shower for business aviation Boeing Business Jet: an international project involving multiple partners with compete-collaborate economic objectives and capability development”.

2004: Certified PRINCE2 Practitioner (APMG-International)

1997 – 1998: Certified in Project Management, Certified Cost Engineer (ICECAFITEP).

Report: “How to design an efficient educational system for Project Teams?”

This information has been contributed by Adjunct Professor Christophe Bredillet.

Publications

For publications by this staff member, visit QUT ePrints, the University's research repository.