This article has three main objectives: (1) to present Monique Aubry’s professional trajectory, (2) to describe her intellectual legacy, and (3) to reveal her craft and work values. The first two sections are narrated by Monique in her own voice. The third part is based on conversations between Monique and Viviane Sergi, her colleague, collaborator, and friend, which took place in May and June 2023, while writing the other parts of this article.
AubryM. (2007). La performance organisationnelle des Bureaux de projet: une analyse intersectorielle [The organizational performance of PMOs: An intersecorial analysis. (Doctorat). Université du Québec à Montréal, Montréal.
2.
AubryM.BoukriS. E.SergiV. (2021). Opening the black box of benefits management in the context of projects. Project Management Journal, 52(5), 434–452.
3.
AubryM.HobbsB.ThuillierD. (2007). A new framework for understanding organisational roject management through the PMO. International Journal of Project Management, 25(4), 328–336.
4.
AubryM.Lavoie-TremblayM. (2018). Rethinking organizational design for managing multiple projects. International Journal of Project Management, 36(1), 12–26.
5.
AubryM.LièvreP. (2010). Ambidexterity as a competence for project leaders: A case study from two polar expeditions. Project Management Journal, 41(3), 32–44.
6.
AubryM.MüllerR.GlücklerJ. (2011). Exploring PMOs through community of practice theory. Project Management Journal, 42(5), 42–56.
7.
AubryM.MüllerR.HobbsB.BlomquistT. (2010). Project management offices in transition. International Journal of Project Management, 28(8), 766–778.
8.
AubryM.RicherM.-C.Lavoie-TremblayM.FortinC.Fortin VerreaultJ.-F. (2022). Revisiting organizational design in the light of isomorphism and equifinality: Insights from the study of three major transformation projects. Project Management Journal, 53(2), 161–180.
9.
AubryM.SergiV.El BoukriS. (2017). Opening the black box of benefits management in the context of projects. Paper presented at the IRNOP, Boston, Massachusetts, USA.
10.
AbdallahBen, S., El–Boukri, S., Floricel, S., Hudon, P. A., Brunet, M., Petit, M. C., & Aubry, M. (2022). A process–oriented framework to measure development performance and success of megaprojects. International Journal of Project Management, 40(6), 685–702. doi:10.1016/j.ijproman.2022.06.005
11.
BlomquistT.HällgrenM.NilssonA.SöderholmA. (2010). Project-as-practice: In search of project management research that matters. Project Management Journal, 41(1), 5–16. doi:10.1002/pmj.20141
12.
BrunetM.AubryM. (2016). The three dimensions of a governance framework for major public projects. International Journal of Project Management, 34(8), 1596–1607.
13.
BrunetM.BabaS.AubryM.El BoukriS.PrimeauM.-D.DollardD. (2021). Revealing the hidden facets of normative assessments: Improving the management of major infrastructure projects through engaged scholarship. International Journal of Managing Projects in Business, 14(1), 59–86. doi:10.1108/IJMPB-02-2020-0041
14.
CallonM. (1986). Some elements of a sociology of translation: Domestication of the scallops and fishermen in St-Brieuc Bay. In LawJ. (Ed.), Power, action and belief: A new sociology of knowledge (pp. 196–229). Routledge.
15.
CoaseR. H. (1993). The nature of the firm. In WilliamsonO. E.WinterS. G. (Eds.), The nature of the firm: Origins, evolution, and development (pp. 18–33). Oxford University Press.
16.
BoukriElAubryS.& FloricelM., S. (2023). <Understanding the socio material complexity in context of major projects: A study of three infrastructure projects. Paper presented at the BAM (British Academy of Management), Conference: Towards disruptive sustainability: New business opportunities and challenges, University of Sussex Business School, Brighton, England.
17.
GeraldiJ.SöderlundJ. (2016). Project studies and engaged scholarship: Directions towards contextualized and reflexive research on projects. International Journal of Managing Projects in Business, 9(4), 767–797.
18.
GeraldiJ.SöderlundJ. (2018). Project studies: What it is, where it is going. International Journal of Project Management, 36(1), 55–70.
19.
GermainO.AubryM. (2019). Editorial: Exploring processual and critical avenues at the crossroad of entrepreneurship and project management. International Journal of Managing Projects in Business, 12(1), 2–5.
20.
Gouvernementdu Québec. (2016). Directive sur la gestion des projets majeurs d'infrastructure publique. Quebec, Canada.
21.
GreerT. W.CardenL. L. (2021). Exploring the gender wage gap among project managers: A multi-national analysis of human capital and national policies. International Journal of Project Management, 39(1), 21–31. doi:10.1016/j.ijproman.2020.09.004
22.
HällgrenM. (2007). Beyond the point of no return: On the management of deviations. International Journal of Project Management, 25(8), 773–780.
23.
HällgrenM.RouleauL.de RondM. (2018). A matter of life or death: How extreme context research matters for management and organization studies. Academy of Management Annals, 12(1), 111–153.
24.
HatfieldM. (2008). Things your PMO is doing wrong. Project Management Institute.
25.
HobbsB.AubryM. (2007). A multi-phase research program investigating project management offices (PMOs): The results of phase 1. Project Management Journal, 38(1), 74–86.
26.
LalondeP.-L.BourgaultM.FindeliA. (2010). Building Pragmatist Theories of PM Practice: Theorizing the Act of Project Management. Project Management Journal, 41(5), 21–36.
27.
LangleyA. (1999). Strategies for theorizing from process data. Academy of Management Review, 24(4), 691–710.
28.
LièvreP.AubryM.GarelG. (2016). Management des situations extrêmes: Des expéditions polaires aux organisations orientées exploration: colloque de Cerisy. ISTE Editions.
29.
LorinoP. (2018). Pragmatism and organization studies. Oxford University Press.
30.
MidlerC. (1993). L'auto qui n'existait pas [The car that did’nt existed]. Paris: InterÉditions.
31.
NeukirchG. M.RouleauL.MelletC.SitriF.de VogüéS. (2018). From boat to bags: The role of material chronotopes in adaptive sensemaking. M@n@gement, 21(2), 705–737.
32.
RahaliH.AubryM.Ben AbdallahS. (2021). Dealing with the unpredictability in projects: A proposal for an integrative theoretical framework.Paper presented at the EURAM 2021, Montreal, Canada.
33.
RescherN. (1996). Process metaphysics: An introduction to process philosophy. State University of New York Press.
34.
Sahlin-AnderssonK.SöderholmA. (2002). The Scandinavian School of Project Studies. In K. Sahlin-Andersson & A. Söderholm (Eds.), Beyond project management: New perspectives on the temporary-permanent dilemna (pp. 11–24). Copenhagen Business Press.
35.
SchönD. A. (1983). The reflexive practitioner: How professionals think in action. Basic Books.
36.
SergiV.CrevaniL.AubryM. (2020). Special issue on process studies of project organizing. Project Management Journal, 51(1), 3–10.
37.
SimardM.AubryM.LabergeD. (2018). The utopia of order versus chaos: A conceptual framework for governance, organizational design and governmentality in projects. International Journal of Project Management, 36(3), 460–473.
38.
SmithW. K.LewisM. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381–403.
39.
StraussA. L.CorbinJ. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory (2nd ed.). Sage.
40.
SuchmanL. A. (1987). Plans and situated actions: The problem of human-machine communication. Cambridge University Press.
41.
SuchmanL. A. (2007). Human- machine reconfigurations: Plans and situated actions. Cambridge University Press.
42.
BuckleP.ThomasJ. (2003). Deconstructing project management: A gender analysis of project management guidelines. International Journal of Project Management, 21(6), 433–441.
43.
ThomasJ. L.Buckle-HenningP. (2007). Dancing in the white spaces: Exploring gendered assumptions in successful project managers’ discourse about their work. International Journal of Project Management, 25(6), 552–559.
44.
UngerB.GemündenH. G.AubryM. (2011). The three roles of a project portfolio management office: The impact on portfolio management execution and success.Paper presented at the IRNOP 2011, Montreal, Canada.
45.
Van de VenA. H. (2007). Engaged scholarship: Creating knowledge for science and practice. Oxford University Press.
46.
Van de VenA. H.PooleM. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3), 510–540.
47.
WilliamsonO. E.MastenS. E. (Eds.). (1999). The economics of transaction costs. Edward Elgar Publishing Ltd.