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    <title>UTas ePrints - Integrating communities of practice in technology development projects</title>
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<meta content="Development projects usually benefit when expertise is drawn from diverse sources, including potential users. Orchestrating the involvement of disparate groups requires finding a balance between differentiation, when teams work separately, and integration, when groups meet to exchange knowledge. This paper argues that a &quot;community of practice&quot; perspective can help project managers achieve this balance, by drawing attention to the assumptions, interests, skills, and formal and tacit knowledge of the different groups involved. Using a case study as illustration, we show that integration can be achieved by ensuring that the developing technology is comprehensible to all groups concerned, and that it satisfies their various interests." name="eprints.abstract" />
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<meta content=" [1] Brusoni S, Prencipe A. Unpacking the black box of modularity: 
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technological politics in organisations. J Organizational Change 
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[38] Garrety K, Badham R. The politics of socio-technical interven- 
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[39] Garrety K, Badham RJ. User-centred design and the normative 
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[41] von Hippel E. The sources of innovation. New York: Oxford University Press; 1988." name="eprints.referencetext" />
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    <h1 class="ep_tm_pagetitle">Integrating communities of practice in technology development projects</h1>
    <p style="margin-bottom: 1em" class="not_ep_block"><span class="person_name">Garrety, Karin</span> and <span class="person_name">Robertson, Paul L.</span> and <span class="person_name">Badham, Richard</span> (2004) <xhtml:em>Integrating communities of practice in technology development projects.</xhtml:em> International Journal of Project Management, 22 (5). pp. 351-358.</p><p style="margin-bottom: 1em" class="not_ep_block"></p><table style="margin-bottom: 1em" class="not_ep_block"><tr><td valign="top" style="text-align:center"><a href="http://eprints.utas.edu.au/1437/1/PR7.pdf"><img alt="[img]" src="http://eprints.utas.edu.au/style/images/fileicons/application_pdf.png" class="ep_doc_icon" border="0" /></a></td><td valign="top"><a href="http://eprints.utas.edu.au/1437/1/PR7.pdf"><span class="ep_document_citation">PDF</span></a> - Full text restricted - Requires a PDF viewer<br />181Kb</td></tr></table><p style="margin-bottom: 1em" class="not_ep_block">Official URL: <a href="http://dx.doi.org/10.1016/j.ijproman.2003.08.003">http://dx.doi.org/10.1016/j.ijproman.2003.08.003</a></p><div class="not_ep_block"><h2>Abstract</h2><p style="padding-bottom: 16px; text-align: left; margin: 1em auto 0em auto">Development projects usually benefit when expertise is drawn from diverse sources, including potential users. Orchestrating the involvement of disparate groups requires finding a balance between differentiation, when teams work separately, and integration, when groups meet to exchange knowledge. This paper argues that a "community of practice" perspective can help project managers achieve this balance, by drawing attention to the assumptions, interests, skills, and formal and tacit knowledge of the different groups involved. Using a case study as illustration, we show that integration can be achieved by ensuring that the developing technology is comprehensible to all groups concerned, and that it satisfies their various interests.</p></div><table style="margin-bottom: 1em" cellpadding="3" class="not_ep_block" border="0"><tr><th valign="top" class="ep_row">Item Type:</th><td valign="top" class="ep_row">Article</td></tr><tr><th valign="top" class="ep_row">Keywords:</th><td valign="top" class="ep_row">Managing projects; teams; culture; technology; innovation; communities of practice 
</td></tr><tr><th valign="top" class="ep_row">Subjects:</th><td valign="top" class="ep_row"><a href="http://eprints.utas.edu.au/view/subjects/350208.html">350000 Commerce, Management, Tourism and Services &gt; 350200 Business and Management &gt; 350208 Organisational Planning and Management</a><br /><a href="http://eprints.utas.edu.au/view/subjects/350211.html">350000 Commerce, Management, Tourism and Services &gt; 350200 Business and Management &gt; 350211 Innovation and Technology Management</a></td></tr><tr><th valign="top" class="ep_row">ID Code:</th><td valign="top" class="ep_row">1437</td></tr><tr><th valign="top" class="ep_row">Deposited By:</th><td valign="top" class="ep_row"><span class="ep_name_citation"><span class="person_name">Ms Sophie Jerrim</span></span></td></tr><tr><th valign="top" class="ep_row">Deposited On:</th><td valign="top" class="ep_row">23 Jul 2007</td></tr><tr><th valign="top" class="ep_row">Last Modified:</th><td valign="top" class="ep_row">09 Jan 2008 02:30</td></tr><tr><th valign="top" class="ep_row">ePrint Statistics:</th><td valign="top" class="ep_row"><a target="ePrintStats" href="/es/index.php?action=show_detail_eprint;id=1437;">View statistics for this ePrint</a></td></tr></table><p align="right">Repository Staff Only: <a href="http://eprints.utas.edu.au/cgi/users/home?screen=EPrint::View&amp;eprintid=1437">item control page</a></p>
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