Action learning for further developing project management competencies: A case study from an engineering consultancy company

Abstract Competence development of the employees is a core element when it comes to successful implementation of planned change. In this article, findings from an in-depth empirical study in an engineering consultancy are presented. The consultancy wanted to further develop the organization due to changed market conditions. Among other initiatives, top management established a competence development programme for the project managers. Action learning was used as a developmental method in one of the projects in the programme. The research showed that certain preconditions needed to exist in order for the project managers to benefit from participating in action learning, e.g. a proper and respected selection process for participants, proper training of the facilitators, sufficient time spent together in each action learning session, and sufficient follow-up.

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