CEO of Kent Business College · Project Controls & Management
Professor Amgad Badewi is Chief Executive Officer of Kent Business College, a Director of KBC and IBIS Consultancy, and a researcher and educator in project controls, project management and benefits realisation.
He is a former Reader of Project Controls and Management at Kent Business School, University of Kent. His work connects the delivery of projects with the organisational changes and benefits those projects are intended to achieve.
At KBC, he combines college leadership and governance with teaching on the Project Controls Professional Level 6 and Associate Project Manager Level 4 programmes.
Amgad completed his PhD at Cranfield University in 2016, with a focus on strategic project management and benefits realisation. His thesis, Investigating Benefits Realisation Process for Enterprise Resource Planning Systems, examined how organisations can turn investment in enterprise systems into practical organisational value.
That doctoral work provided a foundation for subsequent research on project benefits governance, organisational capability and transformation. His academic preparation also includes a Postgraduate Certificate in Higher Education from the University of Kent and Fellowship of Advance HE.
As a former Reader of Project Controls and Management at Kent Business School, he worked across research and education in project, programme and benefits management. His academic experience also includes visiting academic roles at the University of Chester, the University of Aberdeen and Abu Dhabi University.
He has served as an external examiner at Lancaster University, the University of Warwick and Ulster University. These appointments form part of his contribution to academic standards and the independent review of higher education provision.
A central theme in Amgad’s research is how projects contribute to organisational objectives. His publications examine the relationship between managing delivery and managing benefits, including the responsibilities needed to carry value through into operations.
His work considers how governance frameworks become established in organisations and how they shape the roles of project managers, benefits managers and business change leaders during transformation.
His enterprise resource planning research explores the interaction between technology, people, skills and organisational capability. It considers why the benefits of a system depend on more than the technology itself.
Collaborative studies extend into organisational learning, entrepreneurial intention, sharing-economy businesses and the continued adoption of smart city services. These studies connect management choices with human behaviour and the creation of value.
These themes draw together the studies listed below; each publication links to its original research record.
Amgad received the Association for Project Management’s Herbert Walton Award in 2016. The award recognises doctoral research in project management; APM’s 2016/17 member review records him as the recipient.
APM member review 2016/17 ↗His research funding includes two PMI-supported projects totalling US$100,000 on project benefits management. This work connects academic investigation with questions relevant to professional standards and practice.
His collaborative research includes the 2016 report on a unified view of benefits management for integration into PMI standards.
Explore the PMI research report ↗Amgad’s APM service includes membership of its Academic Steering Committee and Research Advisory Group, alongside academic judging. His judging experience includes the Herbert Walton and Geoffrey Trimble awards.
He has held finance and professional development leadership roles at PMI UK, including Director of Finance and Associate Director of Professional Development. His service also includes academic judging and participation in judging panels for PMI Global Awards, PMO awards and programme management awards.
He has served as an Ofqual subject matter expert in project management. This experience complements his university external examining and his work in professional and apprenticeship education.
His scholarly service includes the International Editorial Board of the International Journal of Project Management, the Review Board of Business Process Management Journal, and the Steering Committee of the British Academy of Management’s Research Methodology Special Interest Group.
His professional memberships include APM, PMI, BAM and IMA.
Amgad teaches across project controls and project management at KBC. His research provides a basis for exploring why projects are undertaken, how responsibilities are allocated and how organisations judge whether the intended benefits have been achieved.
For learners, these questions connect planning, cost, risk and performance information with the decisions made by sponsors, project managers and business change leaders. They also encourage a wider view of success that includes the use and value of what a project delivers.
Alongside his college responsibilities, Amgad is a Director of IBIS Consultancy. His professional education work includes courses and workshops in agile project management, IT transformation and government project delivery.
His consultancy and executive education experience spans healthcare, banking and public services. This combination of research, teaching and practice informs discussions about organisational readiness, governance, capability and the realisation of benefits.
As CEO and Director, he leads the Management Board’s work on college strategy, educational delivery and organisational accountability. He also serves on the Governance Board as an executive member. The Governance Board oversees the Management Board’s performance and improvement activity.
Selected peer-reviewed articles, ordered by publication year. Some long titles are shortened here; the linked records provide full titles, abstracts and access options.
Alkhalaf, T. & Badewi, A. The Learning Organization, 31(6), 797–816.
Examines how organisational learning connects human resource practices with performance, using evidence from financial services and consulting businesses in France.
Abdalla, S., Amankwah-Amoah, J. & Badewi, A. Sustainability, 15(3), article 2145.
Maps the participants in sharing-economy businesses and considers how their relationships and digital technologies contribute to the creation and capture of value.
El Barachi, M., Abu Salim, T., Nyadzayo, M., Mathew, S., Badewi, A. & Amankwah-Amoah, J. Technology in Society, 71, article 102115.
Investigates sustained adoption of smart city services, including how satisfaction and discomfort mediate citizens’ readiness to keep using them.
Badewi, A. International Journal of Project Management, 40(2), 132–141.
Studies how organisational project and benefits management frameworks support the authority of project and benefits managers in transformation programmes.
Badewi, A., AbuSaleem, T., Al Asfhani, L. & Shehata, D. Scandinavian Journal of Information Systems, 32(2).
Explores the organisational and technical resources that allow enterprise systems to support innovation, including employees’ analytical skills and technology capabilities.
Eid, R., Badewi, A., Selim, H. & El-Gohary, H. Education + Training.
Combines models of entrepreneurial intention to examine how students’ perceptions and personal characteristics relate to their interest in starting a business.
Badewi, A., Shehab, E., Zeng, J. & Mostafa, M. Business Process Management Journal, 24(1), 266–294.
Develops a framework connecting enterprise technology with the complementary organisational resources needed to achieve automation, planning and innovation benefits.
Badewi, A. International Journal of Project Management, 34(4), 761–778.
Investigates how project management and benefits management work together, developing a project benefits governance framework around delivery and investment success.
Badewi, A. & Shehab, E. International Journal of Project Management, 34(3), 412–428.
Uses institutional theory to examine how established project and benefits management practices relate to the success of enterprise resource planning investments.
Badewi, A. In Strategic Project Management: Contemporary Issues and Strategies for Developing Economies, CRC Press / Taylor & Francis, pp. 85–104.
Breese, R., Jenner, S., Serra, C., Thorp, J. and Badewi, A. A collaborative project report produced by Sheffield Hallam University for PMI, available through the university research archive.
Badewi, A. PhD thesis, Cranfield University. The doctoral study investigates how organisations can realise the potential benefits of enterprise resource planning systems.
Explore Amgad’s publications, professional background and research activity through the profiles below.
