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1
Walker, Derek, and Beverley Lloyd-Walker. "Rethinking project management." International Journal of Managing Projects in Business 9, no. 4 (September 5, 2016): 716–43. http://dx.doi.org/10.1108/ijmpb-12-2015-0121.
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Purpose The purpose of this paper is to explore the extent of the continuing influence on project management (PM) research directions of rethinking project management over the last ten years. Design/methodology/approach The authors chose a qualitative research approach that involved reading all papers published in the International Journal of Managing Project in Business since its commencement in 2008. Content analysis was performed on these papers to allow axial coding of key article content influence themes. Findings The research identified the strength, over time, of the three research interest clusters on the PM research agenda and resultant changes in the PM paradigm. The five directions put forward by the rethinking PM agenda and other researchers ten years ago have continued to influence the PM research agenda. Originality/value Findings provide a better understanding the changes in PM research directions since rethinking PM, the increased breadth and sophistication of PM research in general, and future research directions.
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Cha, Jonghyuk, Mike Newman, and Graham Winch. "Revisiting the project management knowledge framework." International Journal of Managing Projects in Business 11, no. 4 (September 3, 2018): 1026–43. http://dx.doi.org/10.1108/ijmpb-11-2017-0147.
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PurposeThis paper highlights that extant project management (PM) bodies of knowledge have not fully addressed organisational transformation enabled by information systems projects. The purpose of this paper is to examine the transformation context in the PM disciplines. The authors argue that the execution-oriented PM bodies of knowledge are limited, as they place too much emphasis on the delivery outputs by the supplier rather than the achievement of beneficial outcomes by the project owner.Design/methodology/approachAs a conceptual paper, this paper reviews extant PM bodies of knowledge, life cycle models, the context of organisational transformation and benefits realisation, and the distinction between a project owner’s and the project supplier’s capabilities.FindingsA new PM knowledge framework is provided as an advanced research frame for future works by enhancing Peter Morris’ Management of Projects framework by employing the conceptual lens of Winch’s Three Domains of Project Organising model.Originality/valueThe advanced model emphasises the necessity of distinguishing a project owner’s and a supplier’s PM capability and knowledge to achieve successful IS-enabled organisational transformation. Through this effort to resolve the fragmentation and specialisation problems in PM disciplines, the model can be used as a theoretical groundwork for the advancement of PM research.
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Magano, José, Cláudia Sousa Silva, and Micaela Martins. "Project Management in the Biotech Context: Exploring the Interrelation between Maturity and Sustainable Project Management." Sustainability 13, no. 21 (November 2, 2021): 12090. http://dx.doi.org/10.3390/su132112090.
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Biotechnology is an emerging and increasingly important sector in the current context. As the number of biotech projects grows, so does the need to establish processes to improve project management effectiveness and project success, including assessing their impacts (positive and negative) on the Sustainable Development Goal (SDGs). This broader approach opens the door to developing a new project management (PM) paradigm designated by sustainable project management (SPM). However, there is a need for more empirical studies to understand how sustainability can be integrated into project management. This research is based on the proposition that PM maturity could lead to incorporating sustainability in PM. No research studies are reported in the literature exploring this interrelationship between maturity and sustainable project management; such is this study’s purpose and originality. The study applies Kerzner’s Level 3 PM maturity model on a sample of 96 biotech companies in Portugal through a questionnaire that addressed project managers and team members. The findings suggest that the process of integrating sustainability into PM should follow these steps: (1) perform an early PM maturity diagnosis to identify the company’s most and least dominated areas; (2) identify the strengths and weaknesses that impact the integration of sustainability into project management practices; (3) develop a customized and adjusted action plan to integrate sustainability in PM. The study’s main contribution relies on understanding how sustainability can be integrated into project management, explaining the role of maturity assessment in this process. In addition, it characterizes the biotech industry projects concerning the linkage between PM maturity and sustainability and provides recommendations that may contribute to the companies’ development towards sustainable project management.
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Lloyd-Walker, Beverley, Erica French, and Lynn Crawford. "Rethinking researching project management." International Journal of Managing Projects in Business 9, no. 4 (September 5, 2016): 903–30. http://dx.doi.org/10.1108/ijmpb-04-2016-0033.
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Purpose The purpose of this paper is to identify issues in the long-term development of project workers, their career paths, their contribution to organizational success and their need for equity of opportunity. The long-term development of project workers, their career paths and their contribution to organizational success is explored. Design/methodology/approach A qualitative research design using semi-structured interviews was employed to gain an understanding of social and human issues related to careers in project management (PM). By researching the lived experiences and feelings of those pursuing a career in PM the aim was to gain insight into the career journeys and experiences of practicing project managers. Findings Those who choose to pursue a career in PM have the personal characteristics and sufficiently high levels of self-efficacy to deal effectively with the uncertainty inherent in the nature of projects and of project-based employment. Research limitations/implications Participants were drawn from current project practitioners. As a result, the views of those who have worked on projects and chosen not to continue their career in the area have not been gathered. Practical implications Predictions are that there will be a continuing demand for project managers with the capabilities required to deliver successful projects. The challenge for organizations is to create an environment that will encourage greater numbers of people to embrace the uncertainty of project. The findings reported provide insight into how organizations might attract, develop and retain the project expertise they require for success. Originality/value This research provides further understanding into the lived experience of project managers, with a focus on those who have unexpectedly found themselves pursuing a career in PM.
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Uribe Macías, Mario Enrique. "Corporate Social Responsibility Management in Project Management: A Theoretical Approach." Cuadernos de Administración 36, no. 66 (April 6, 2020): 20–35. http://dx.doi.org/10.25100/cdea.v36i66.8444.
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The aim of this paper is to present a theoretical approach in order to propose a social responsibility management model for project management. This theoretical support is based on the topics of Corporate Social Responsibility (CSR) and Project Management (PM). In recent times, CSR has been widely applied in permanent organizations, but there is insufficient evidence to indicate that CSR has been systematically incorporated into projects, which are temporary organizations, specifically in PM practices. The method employed began by setting the topics that should be consulted. Then, the documentary research was carried out using renowned databases and books in the two topics, based on the definition of keywords in each of them. Thereafter, the results of the research were classified by topic, and, finally, the theoretical framework was drawn up. The result revolves around items such as social responsibility, CSR, and stakeholders, as regards CSR; and revolves around the items of project and PM, as concerns PM. There is also discussion conducted based on the relationship between CSR and PM, according to the background research. The conclusions relate to the different theoretical approaches found for the concepts of CSR, project, and PM, which frame the development of research.
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Löfgren, Karl, and Birgitte Poulsen. "Project Management in the Danish Central Government." Scandinavian Journal of Public Administration 17, no. 2 (June 15, 2013): 61–78. http://dx.doi.org/10.58235/sjpa.v17i2.15751.
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While project management (PM) has become an almost constituting element of modern public organisations, empirical research on PM in the civil service, let alone government offices, has been overlooked. In this article, we will on the basis of public organisation recruitment efforts illustrated through a textual analysis of job adverts for the Danish Civil Service, analyse how the individual roles related to project management in civil service organisation from 1982 until 2011 has emerged in terms of the following dimensions: a) the project managerial role, b) required competences for PM, c) whether the role of PM refer to internal or external projects, d) which stages of the policy cycle which are subject to PM, e) and whether we are talking about permanent project management organisations or just temporary projects. These questions are then applied on a minor empirical textual analysis of job adverts in a Danish professional journal in the period of 1982-2011 with the aim of generating a couple of hypotheses. The results of the study shows that project management has permeated throughout the central service, but also that the pro- ject management has become a term used inequitably for describing all forms of work-life in modern bureaucracies. Also, we identify a number of hypotheses for future works. First, project management in the Danish civil service is not a managerial role. Second, by requesting project management competence, the investigated ministries were looking for certain interpersonal skills, and not transferable PM competences. Finally, being a project manager in the Danish civil service means being ready for internal projects, not to work more cross-sectoral with other actors.
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Cha, Jonghyuk, and Eunice Maytorena-Sanchez. "Prioritising project management competences across the software project life cycle." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 961–78. http://dx.doi.org/10.1108/ijmpb-11-2017-0145.
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Purpose The purpose of this paper is to investigate the relative importance of project management (PM) competences across the different stages of a software project life cycle to identify competence development gaps and opportunities. Design/methodology/approach A deductive and quantitative approach was adopted to address the research questions with a web-based survey for data collection. Findings After reviewing the context of competences and PM competences, the importance of the PM competences overall and for specific stages in the project life cycle was analysed. The result highlights that functional and meta-competences are perceived to be the most important competence dimensions for software project practitioners. Originality/value This study makes three contributions. First, it consolidates PM competences into a set of 20 within four competence dimensions. Second, it prioritises these competences across the software project life cycle. Third, it identifies the significance of the inter-relationship between PM competences and project life cycle to reveal PM competence development gaps and opportunities.
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Fonrouge, Cécile, Christophe Bredillet, and Charles Fouché. "Entrepreneurship and project management relationships." International Journal of Managing Projects in Business 12, no. 1 (March 4, 2019): 6–24. http://dx.doi.org/10.1108/ijmpb-01-2018-0013.
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Purpose Both project investments and entrepreneurial ventures are considered powerful catalysts of economic prosperity and social progress. But these ventures and investments come with their inherent challenges and risks. Observing this situation, academics have paid close attention to the fields of entrepreneurship and project management (E&PM). Thus, for over 30 years, the two fields have witnessed remarkable developments among management and organization studies. The historical perspective reveals that these two multidisciplinary fields were built in parallel, on very distinct mindsets and cultures. The purpose of this paper is to offer a wider dialogic conversation between two distinct perspectives and related propositions: E&PM should stay separated; and E&PM should converge. Design/methodology/approach In order to guide the investigation of these propositions, the authors call for Luhmann and a systemic-discursive perspective of both fields discourses. Ultimately, the purpose is to contribute to the debate surrounding the following questions: are E&PM fields so far from each other, and thus, irreconcilable? And, if so, is it so good? Findings Finally, the authors will suggest that E&PM may stay far from each other as they do not share similar discourses and codes. This may be a good state of affairs, however, as distance generates a fruitful creative tension between them. Originality/value While many researchers focus on linking E&PM, arguing that they largely agree as to their underlying goal, the paper aims to offer a wider dialogical conversation between the two distinct perspectives and their related propositions: E&PM should stay separate; and E&PM should converge. In order to do so, this paper calls for a Luhmannian and a systemic-discursive perspective.
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Perić, Marko. "Do Tourism and Project Management Need Each Other?" Tourism 70, no. 4 (December 9, 2022): 534–54. http://dx.doi.org/10.37741/t.70.4.1.
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While the relationship between tourism and project management (PM) seems logical in business practice, it seems that academic literature does not follow this reasoning. The purpose of this paper is to examine whether there is an interrelationship between tourism and PM in the academic literature, and if so, what is the nature of this connection. To reach this objective, the author examined ten top-ranked PM and tourism journals represented in Web of Science Core Collection (WoSCC). PM journals do not recognize tourism as an attractive field of research because only nine papers (out of 2,995 published) refer to tourism or tourists. Additionally, from 11,332 papers published in tourism journals, 269 papers allude to projects mostly focusing on three major themes: (1) tourism development projects, (2) local communities, and (3) tourist experiences. However, the term “project” refers mostly to studied cases, while Knowledge Areas (PMKAs), which are the core of PM, are mentioned only sporadically. The findings suggest that the connection between tourism and PM in academia is not as strong as the business practice would suggest. Academics should pay more attention to the fact that PM knowledge needs to be applied and integrated into the tourism industry and its projects.
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Artto, Karlos A., Hans Georg Gemünden, Derek Walker, and Pirjo Peippo-Lavikka. "Is there only one way of project management theorizing, or are there multiple sector-specific project management domains?" International Journal of Managing Projects in Business 10, no. 1 (January 4, 2017): 203–40. http://dx.doi.org/10.1108/ijmpb-07-2016-0057.
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Purpose Many literature reviews on project management (PM) research are limited to studies published only in PM journals but some reviews do expand their analysis on PM research published also in journals belonging to the management studies field. However, the authors found no previous literature reviews comparing the PM content in different sectors outside the management studies field. Therefore, the analysis and findings of PM content derived from the sector-specific engineering and technology-focused journals are new. The paper aims to discuss this issue. Design/methodology/approach The authors analyze PM content in nine different sectors, where each sector and its inherent research is connected to specific engineering, technological, or industry-related disciplines. The authors conduct an evidence-informed literature review on PM knowledge in the distinct literatures of these nine sectors. The period of analysis is 24 years from 1986-2009. The authors discuss potential consequences of the findings’ sector-specificity for future PM domain development. Findings The perspective on different origins of PM leads to a meta-level PM concept covering several different PM domains, each with its own sector specific and separated development path. Research limitations/implications The literature analysis purposefully excluded PM journals and management studies, and the authors focused only on sector-specific engineering and technology-focused journals that represent knowledge and wisdom of different PM contents in nine sectors. Practical implications The findings have significant potential to contribute to scholarly discussion on the development of a universal PM theory. For applicability across sectors, the authors suggest a modular PM theory with different sector-specific modules for knowledge, concepts, and underlying assumptions. Originality/value Currently, this discussion has been mainly focused on theorizing concepts and approaches in management studies only. This study expands the understanding to engineering and technology-focused journals across nine industry sectors/domains.
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Chen, Charlie C., Makoto Nakayama, Yongyi Shou, and Danuvasin Charoen. "Increasing Project Success in China from the Perspectives of Project Risk, Methodology, Tool Use, and Organizational Support." International Journal of Information Technology Project Management 9, no. 1 (January 2018): 40–58. http://dx.doi.org/10.4018/ijitpm.2018010103.
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Besides lack of organizational support, using project risk management tools and methodology effectively has been one major challenge to project success. As China is extending its project management (PM) concepts from mainly construction and national defense projects to many other industries, project managers in those new industries rely on the use of PM tools and methodologies. However, it remains unclear to what extent the use of them can increase project success. To address the research questions, this study surveyed 93 project managers in China and found that success of project execution is contingent upon: (a) project risks, (b) PM methodology, (c) organizational support, and (d) PM tool use. The presence of project risk can stimulate increased use of PM tools, thereby helping achieve project success. Organizational support and PM tool use also remain conditions for project success. This study contributes to the current literature by assessing project success from the perspectives of organizational support, PM methodology, and PM tools.
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Simonaitis, Aivaras, Mindaugas Daukšys, and Jūratė Mockienė. "A Comparison of the Project Management Methodologies PRINCE2 and PMBOK in Managing Repetitive Construction Projects." Buildings 13, no. 7 (July 14, 2023): 1796. http://dx.doi.org/10.3390/buildings13071796.
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Nowadays, companies employ various project management (PM) methodologies to ensure that their projects are effective and successful. It is worth knowing that differences in principles and processes of PM methodologies influence the use of different PMs in managing non-repetitive and repetitive construction projects. This paper presents the selection and application of a rational construction PM methodology to a repetitive construction project after a comparison of two PM methodologies, namely Project Management Body of Knowledge (PMBOK) and Projects IN Controlled Environments (PRINCE2). The object of this study is a repetitive anti-corrosion works project for steel structures conducted at Company X. The research was carried out in two steps. First, a quantitative survey of the respondents from companies involved in the management and execution of construction projects was conducted with the aim to identify a rational approach to construction PM. The questionnaire consisted of fourteen closed-ended questions, six of which were generic and eight were PMBOK- and PRINCE2-specific questions. Companies that took part in the quantitative study identified the PRINCE2 project management approach as the most suitable for managing a repetitive construction project. Using the PRINCE2 PM methodology, the repetitive construction project would aim to provide as much information as possible to the project participants, form a team and assign team leaders responsible for the phases, establish a financial plan, a detailed timetable for the execution of the works, a quality control plan, and a plan of responsible persons, and detail the technological sequencing of the works. Second, a quantitative study on the selection of a rational construction project management approach for a repetitive construction project was pursued, and a qualitative assessment of construction project monitoring trends and actions was conducted. The qualitative research was performed using a structured interview method and asking the representatives of different companies X, Y, and Z the same 15 questions. The results of the qualitative research showed that a successful PM depends on the size of the project team, the PM tools and methodologies used, the PM philosophy, and the frequency of monitoring and discussing the project progress.
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Bond-Barnard, Taryn Jane, Lizelle Fletcher, and Herman Steyn. "Linking trust and collaboration in project teams to project management success." International Journal of Managing Projects in Business 11, no. 2 (May 8, 2018): 432–57. http://dx.doi.org/10.1108/ijmpb-06-2017-0068.
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Purpose The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear. Design/methodology/approach In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success. Findings The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust. Practical implications The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues. Originality/value This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the “human factors” that influence perceived PM success which should benefit both researchers and practitioners.
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Buo-Oga, Samih, and Mohamed Nour. "Achieving Higher Quality Levels for Information Systems Project Management." International Journal for Scientific Research 2, no. 6 (2023): 30–43. http://dx.doi.org/10.59992/ijsr.2023.v2n6p2.
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This paper aims to achieve higher quality levels for information systems project management through proposing a quality assurance model for Information Systems Projects Management (IS-PM). This paper presents important quality concepts and fundamentals related to IS-PM. In addition, it presents the life cycle, phases, and activities of IS-PM. Depending on the proposed steps and a combination of statistical techniques, this paper introduces a proposed quality assurance model for IS-PM activities. This proposed model can be used for building a software tool for the quality assurance of IS-PM.
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Pádár, Katalin, Béla Pataki, and Zoltán Sebestyén. "Bringing project and change management roles into sync." Journal of Organizational Change Management 30, no. 5 (August 14, 2017): 797–822. http://dx.doi.org/10.1108/jocm-07-2016-0128.
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Purpose Change management (CM) and project management (PM) literatures examine the key roles (change agent, project manager, project or change sponsor) played during projects or changes only from their respective points of view. They do so even in cases where projects and changes occur at the same time – or are so-called change projects. In such cases, effective management should utilize both scientific fields’ bodies of knowledge (BoK). The purpose of this paper is to unfold how and in which domain(s) typical roles of the two disciplines correspond to each other. Design/methodology/approach This paper is a systematic, bi-disciplinary meta-review that simultaneously studies relevant literature on roles performed during projects and changes. The common domain of CM and PM was identified; the systematic review and comparison of role definitions followed. Findings This paper examines and illustrates the correspondence of 7 CM and 14 PM roles; e.g., “sponsor” refers to the same role and “change agent” and “project manager” are corresponding ones, referring to the same role up to a certain degree. Research limitations/implications This paper does not provide an exhaustive overview of various instances of different role (and stakeholder) interpretations. Practical implications Findings should facilitate the better management of changes that require CM-type and PM-type capabilities and actions. Originality/value As a result of the meta-review, two CM roles were re(de)fined. Linking PM and CM roles provides common ground on which practitioners of both fields can rely. A step-by-step tool for the identification of such cases in practice, when both types of roles should be played and both BoK can be utilized complementarily, was developed.
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Alhawari, Samer. "Relationship among Project Management Processes and Knowledge Repository for Project Success." International Journal of Enterprise Information Systems 12, no. 4 (October 2016): 16–30. http://dx.doi.org/10.4018/ijeis.2016100102.
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Knowledge repository is becoming a key factor within organizations as it can maximize the probability and impact of Information and Communications Technology (ICT) project success. Therefore, project management (PM) processes and knowledge repository are widely used in ICT projects to improve the degree of project success. The purpose of this paper is to suggest a model that defines how the combination of PM processes and knowledge repository would successfully support project success. This paper adapts the quantitative research approach by using the survey strategy which is conducted through questionnaires collected from 320 people working in ICT companies in Jordan. The researchers utilized the Smart Partial Least Square (PLS) as an analysis technique to test all hypotheses. The findings suggest that there is a positive effect of adapting the PM processes in improving the project success mediation by the knowledge repository.
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Zahid, A., N. J. Klungseth, and B. Andersen. "The Role of Sustainable Project Management in Facilities Management." IOP Conference Series: Earth and Environmental Science 1176, no. 1 (May 1, 2023): 012042. http://dx.doi.org/10.1088/1755-1315/1176/1/012042.
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Abstract Growth in facilities management (FM) and project management (PM) have been remarkable over the last decade. Simultaneously, the adoption of sustainability principles among organisations has also increased. The purpose of this study was to determine the connection between sustainability in PM and FM. Specifically, this research study aimed at understanding the common principles involved in both PM and FM that allowed sustainable development goals (SDGs) to be achieved by the United Nations in 2015 and to be an integral part of the European Green Deal in 2019. A systematic literature review of more than 200 different resource materials was performed, 55 of which were finally selected as falling under the scope of the study. The chosen literature was published between 2001 and 2020, except for the Brundtland Commission Report, which was published in 1987. Based on the collected material, a simplified facility lifecycle model was produced to illustrate the connection between sustainability in FM and PM. Developing this model will help practitioners and researchers incorporate PM as a function of FM, including the application of sustainable activities in different phases of a facility’s lifecycle.
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Oosthuizen, Rudolph, and Siebert Benade. "SYSTEMS ENGINEERING AND PROJECT MANAGEMENT — CROSSING THE GREAT DIVIDE." South African Journal of Industrial Engineering 32, no. 2 (2021): 201–10. http://dx.doi.org/10.7166/32-3-2628.
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Project management (PM) and systems engineering (SE) practitioners and academics experience various challenges regarding meaningful interaction while seeking project success. This situation exists despite sophisticated PM and SE software tools, the existing body of knowledge documents of different professional bodies, and numerous publications addressing this challenge. Generally, projects are fragmented from their initiation on the highest level into a ‘technical’ process and a project management process. This paper summarises the outcomes of several research projects undertaken from 2012 until recently to analyse the problem. The outputs of these studies are also compared with contemporary research to present an understanding of the problem and to suggest potential solutions to improve PM and SE interaction. The aim is to provide a starting point for future-focused research to evaluate the proposed improvements.
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Venter, Fred. "Project management in Ghana: expectations, realities and barriers to use." Journal for Transdisciplinary Research in Southern Africa 1, no. 1 (May 17, 2005): 20. http://dx.doi.org/10.4102/td.v1i1.305.
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This article reports the findings of an empirical study of the problems of developing Project Management (PM) practice in Ghanaian organisations. Based on previous research and survey data, the characteristics of the project life cycle (PLC) are used as a basis to examine the nature, type and severity of the problems encountered by organisations implementing projects. It is also used to determine the extent and relevance of PM usage: concepts, methods and application. It is concluded that although PM is important, legitimate and relevant, its practice in Ghana has been fraught with problems. Some recommendations for overcoming these problems are also made, and it is recommended that further research is required in order to ascertain the nature of PM practice and to gauge the attitudes and opinions of people involved in projects in Ghana.
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Schipper, R., and A. Silvius. "Characteristics of Smart Sustainable City Development: Implications for Project Management." Smart Cities 1, no. 1 (September 26, 2018): 75–97. http://dx.doi.org/10.3390/smartcities1010005.
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Projects and project management (PM) are becoming a way of working, and many changes in society have evolved because of projects. However, will the societal agenda also influence the project management discipline? Societal issues generated by urban population growth and rapid urbanization arise in cities. Making a city “smart” and sustainable is emerging as a strategy to mitigate these issues. How does this development impact project management? In order to answer this question, we performed meaningful learning by mapping the concepts for Smart Sustainable Cities (SSC) and project management and developing prior and post concept maps. We identified four major findings describing the implication of societal issues on project management: quality of life acts as a societal objective for PM; PM governs autonomous projects with new business models; and PM success criteria are related to stakeholders and long-term effects, as well as extensive connection to the digital world with consideration of the privacy and ethics. From this, we were able to redefine the definition of project management as “a collaborative endeavor of all affected stakeholders equivalently participating in exploring and exploiting, via an autonomous temporary organization, fit-for-purpose deliverables with connections to the digital platform, thereby aiming to prepare the entities of the affected stakeholders for the future”. Our study is novel and relevant for PM and SSC practice: societal issues are on the strategy agenda of many governments and companies, and these will drive the projects that are performed in this environment. The project management community should align with this development, since these challenges are part of their environment. As a start, a comprehensive understanding of the impact of societal issues is relevant to build new definitions, competences, and supporting processes.
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Null, Gary, Jennifer A. Cross, and Charles Brandon. "Effects of Lean Six Sigma in program management." Journal of Manufacturing Technology Management 31, no. 3 (December 25, 2019): 572–98. http://dx.doi.org/10.1108/jmtm-04-2019-0139.
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Purpose As program managers seek to improve the quality, speed and financial benefits of the programs they manage, many are turning to process improvement methodologies, such as Lean Six Sigma (LSS). However, although existing literature includes multiple studies that apply the methodology to non-manufacturing environments, there is no specific framework for applying LSS within program management (PM). Therefore, the purpose of this paper is to examine the relationships between LSS tools, project scope, program phase and functional area and project outputs, in PM organizations. Design/methodology/approach The study uses archival data from 511 LSS projects completed from 2006 to 2015 by a large government agency in the USA composed of 13 PM organizations. The study focuses on four types of input factors: LSS tools, project scope, program phase and functional area; and two output variables: LSS project average financial benefits and percentage of improvement. Multiple regressions are applied to determine what relationships exist between the input and output variables, as well as the nature of such relationships. Findings The results of this study show LSS is beneficial to PM and also indicate which tools and organizational contexts have positive and negative associations with project outcomes, serving as guide for future applications. In addition, this study can provide clarity and confidence to program managers who are currently skeptical of LSS, by showing that it can provide cost, schedule and performance improvements beneficial to their programs. Research limitations/implications Limitations of this research include the use of a single government agency in the USA, the non-experimental design of the study and limitations associated with the nature and data collection process of the archival data. Future studies should include additional PM organizations, input variables and research designs. Originality/value There is no specific framework formalizing the concept of LSS application within PM. The literature includes several studies that apply the methodology to non-manufacturing environments, but not to PM specifically. Furthermore, the existing literature on PM does not explicitly cite any continuous improvement methodology as a critical success factor or provide any detailed guidelines for the application of LSS in PM. This paper contributes by studying the relationships between LSS tools, project scope, program phase and functional area, and project outputs, in a PM environment.
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Alasfour, Fatimah Soud, and Andri Mirzal. "Impact of Project Management on Project Success at Engineering Firms in Kuwait." International Journal of Project Management and Productivity Assessment 9, no. 2 (July 2021): 68–89. http://dx.doi.org/10.4018/ijpmpa.2021070104.
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The aim of the study is to assess the relationship between project management (PM) practices and project success (PS) criteria in engineering firms in Kuwait. As a first step, a comprehensive literature review followed by interviews with CEOs from 10 selected firms and consultations with three experts were conducted to design the research framework. As a result, a research model that consists of PM practices measured by six dimensions (leadership, IT, teamwork, planning, governance, and communication) and PS criteria measured by three dimensions (impact on customers, impact on project team, and business success) were instilled. Based on statistical analysis on the survey responses, it was found that communication and teamwork are the strongest predictors for PS criteria, and other PM dimensions were perceived to be less important. This result is encouraging and comforting as it shows that the team-oriented factors are perceived to be important in the success of projects and implies that having a cohesive team is crucial for managing successful projects.
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De Villiers, Cecilia, Sabine Ettinger, and Judit Erdos. "OP112 Project Management for EUnetHTA Non-Pharmaceutical Technologies." International Journal of Technology Assessment in Health Care 35, S1 (2019): 27. http://dx.doi.org/10.1017/s0266462319001533.
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IntroductionThe European Network for Health Technology Assessment (EUnetHTA) facilitates and produces Health Technology Assessments (HTA) across Europe. Project Management (PM) provides the coordination and strategic overview of assessment production and enables the flow of scientific knowledge and assessment publications through collaboration and standardized processes, procedures and documentation.MethodsEUnetHTA established a central PM function at the Ludwig Boltzmann Institute for HTA (LBI-HTA) for central coordination and assessment production of non-pharmaceutical technologies. LBI-HTA subsequently pursued capability and capacity through a decentralized hub-and-spoke-PM model with six activity centers (AC) providing decentralized coordination and PM of assessments. LBI-HTA provided central oversight and supervision with training days, e-meetings and ad hoc e-mail and telephone support as required. This was complemented by standardized operating procedures (SOPs) in the online Companion Guide (CG). A qualitative data collection via electronic questionnaires collected feedback from AC-PM, LBI-HTA-PM and assessment authors. Specific questions with free-text responses assessed current experiences, challenges, recommendations, communication and task distributions of the centralized and decentralized PM processes from these different perspectives.ResultsThe feedback concluded that PM is a separate, well-defined and important role for assessment coordination and production. The AC-PM received adequate training from the central PM and authors experienced no difference between projects managed centrally or decentrally. The CG and SOPs are important for guiding standard practice and allowing AC-PM to operate independently. Challenges were around extended timelines due to complex topics, external stakeholder involvement, insufficient team communication and not yet published SOPs resulting in additional central support.ConclusionsDecentralized coordination of assessments, knowledge management and governance achieve scale, capacity and capability through a designated pool of agencies with established roles and growing experience in sustainable collaboration of HTA production. Valuable insight into the PM model's operational efficiency, avoidance of duplication and resource savings potentially provides a sustainable post 2020 European network policy and efficiency model for high quality HTA assessment production.
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Poveda-Bautista, Rocio, Jose-Antonio Diego-Mas, and Diego Leon-Medina. "Measuring the Project Management Complexity: The Case of Information Technology Projects." Complexity 2018 (2018): 1–19. http://dx.doi.org/10.1155/2018/6058480.
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Complex projects require specific project management (PM) competences development. However, while no complex projects have standards that are recognized to guide their management, complex projects do not have guides to deal with their complexity. To lead complex projects to success, this complexity must be measured quantitatively and, in our opinion, project management complexity assessment should be based on existing PM standards. In this work, the main project complexity assessment approaches based on PM standards are analyzed, observing that International Project Management Association (IPMA) approach is the closest to a tool that can be used as a complexity quantitative measurement system. On the other hand, several authors have shown that the inherent complexity of specific kind of projects must be measured in a particular way. The main objective of this research is to propose a project management complexity assessment tool for IT projects, providing a Complexity Index that measures the impact that complexity factors inherent to IT projects have under a specific complexity scenario. The tool combines the use of complexity factors defined by IPMA approach and the use of complexity factors found in the literature to manage inherent complexity of IT projects. All these factors were validated by expert survey and the tool was applied to a study case.
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Schnitzer, Martin, Kathrin Kronberger, Filippo Bazzanella, and Sebastian Wenger. "Analyzing Project Management Methods in Organizing Sports Events." SAGE Open 10, no. 4 (October 2020): 215824402097094. http://dx.doi.org/10.1177/2158244020970940.
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The purpose of this study was to investigate the use and importance of project management (PM) methods in organizing sports events (SEs). Furthermore, the study analyzed differences in usage and importance of PM methods in relation to the type of SE. Finally, reasons for and obstacles to the implementation of PM methods in organizing SEs were identified. To assess the research questions, a quantitative survey ( n = 78) and a focus group discussion ( n = 5) were carried out. The results showed that PM methods were employed for SEs with higher usage and importance rates in large compared with small SEs. Requirements by event stakeholders, knowledge transfer, confidence building, progress control, and justification as well as opportunities to save money by introducing an improved planning process were identified as the main reasons for using PM in the organization of SEs. This study is the first work to provide an overview of the usage of specific PM methods in organizing SEs.
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Tariq, Burhana, Amanat Ali, Muhammad Sajid Khattak, Muhammad Irfanullah Arfeen, Muhammad Azam I. Chaudhary, and Faisal Iqbal. "Artificial intelligence and project management maturity: A study of selected project-based organizations in Pakistan." International Journal of ADVANCED AND APPLIED SCIENCES 11, no. 6 (June 2024): 106–17. http://dx.doi.org/10.21833/ijaas.2024.06.012.
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Artificial intelligence (AI) is significantly impacting modern project management (PM) nowadays, especially as it begins to be integrated into business applications. This study focused on evaluating the readiness for AI implementation and the maturity level of PM in selected project-oriented organizations in Pakistan. Data from 12 such organizations were gathered through focus groups to examine the status of AI readiness and PM maturity and to explore their association. The methods used included exploratory data analysis and research on extreme cases. The findings indicated that AI readiness was relatively high in areas of governance and legal aspects but lower in solution development. Conversely, PM maturity was found to be higher in PM but less developed in program and portfolio management. Analysis of extreme cases suggested a positive relationship between AI readiness and PM maturity, supporting the idea that AI can enhance PM. These findings are crucial both for theoretical understanding and practical application.
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Kwak, Young Hoon, and C. William Ibbs. "Project Management Process Maturity (PM)2 Model." Journal of Management in Engineering 18, no. 3 (July 2002): 150–55. http://dx.doi.org/10.1061/(asce)0742-597x(2002)18:3(150).
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Amoah, Armstrong, and Frederic Marimon. "Project Managers as Knowledge Workers: Competencies for Effective Project Management in Developing Countries." Administrative Sciences 11, no. 4 (November 11, 2021): 131. http://dx.doi.org/10.3390/admsci11040131.
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Studies have shown that project managers are responsible for the successful management of various projects. Increasingly, this success depends on the project manager being a knowledge worker (KW)—i.e., possessing and utilizing both “hard” and “soft” skills/competencies to manage assigned projects. Nonetheless, there has not been enough studies on what these competencies are, especially in the context of developing countries (DCs). This study, therefore, seeks to conceptualize project managers as KWs by identifying the key competencies and their relationships needed to effectively manage projects in DCs. To achieve this objective, a survey was conducted among 112 project management (PM) practitioners in Ghana. The opinions from the respondents were edited, summarized and categorized by creating word queries, thus, making it easier to make deductions from them. Finally, content analysis was conducted to help establish links in the responses so as to deduce appropriate recommendations. The findings provide a set of “soft” and “hard” skills/competencies and their unique combinations for effective PM in DCs. The primary contribution of this study stems from highlighting the key competencies that project managers need to ensure effective PM in DCs, thus, helping these countries to make a more efficient use of their scarce resources.
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Malach‐Pines, Ayala, Dov Dvir, and Arik Sadeh. "Project manager‐project (PM‐P) fit and project success." International Journal of Operations & Production Management 29, no. 3 (February 20, 2009): 268–91. http://dx.doi.org/10.1108/01443570910938998.
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Varajão, João, Gabriela Fernandes, and Hélio Silva. "Most used project management tools and techniques in information systems projects." Journal of Systems and Information Technology 12, no. 3 (November 26, 2020): 225–42. http://dx.doi.org/10.1108/jsit-08-2017-0070.
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Purpose The purpose of this paper is to increase the understanding of practice in information systems (IS) project management (PM) by analyzing the use of tools and techniques by IS project managers. Design/methodology/approach The authors carried out an international questionnaire-based survey with experienced IS project managers. Findings Results reveal that, notwithstanding the similarities between the tools and techniques used in IS projects and projects from other areas, there are also significant differences concerning those more frequently used. The top five tools and techniques most used are “kick-off meeting,” “progress meetings,” “progress reports,” “requirements analysis” and “activity list.” However, the low use of some tools and techniques, from management areas such as risk and quality management, or related to the project monitoring and control, should raise concern. Research limitations/implications Through the results of this research, researchers, organizations and practitioners can identify ways of developing and enhancing PM by examining the tools and techniques identified as the most used and those that are not being used as frequently as expected. Originality/value It provides a useful benchmarking basis for evaluating the most applicable tools and techniques, designing training and teaching programs and identifying academic research opportunities in IS PM.
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Fernandes, Gabriela, David O' Sullivan, Eduardo B. Pinto, Madalena Araújo, and Ricardo J. Machado. "Value of project management in university–industry R&D collaborations." International Journal of Managing Projects in Business 13, no. 4 (March 9, 2020): 819–43. http://dx.doi.org/10.1108/ijmpb-08-2019-0191.
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PurposeUniversity–industry projects provide special challenges in understanding and expressing the values required of project management (PM) in delivering stakeholder benefits. This paper presents a framework for understanding, identifying and managing the values of PM in major university–industry R&D projects.Design/methodology/approachThe value framework identifies for each of the key stakeholders, the key PM values that may require to be managed and are largely derived from research literature. Empirical research then explores, prioritises and selects key PM values that need to be managed for a specific project. A large case study is used involving one university and one industry collaborating on a multi-million Euro initiative over six years. Empirical research was conducted by researchers who observed at close quarters, the challenges and successes of managing the competing values of key stakeholders.FindingsThe value framework takes a stakeholders' perspective by identifying the respective PM values for each of six stakeholders: university–industry consortium, university, industry, R&D external entities, funding entity and society.Research limitations/implicationsThe research was performed using only one case study which limits the generalisability of its findings; however, the findings are presented as a decision support aid for project consortia in developing values for their own collaboration.Practical implicationsGuidance and decision support are provided to multi-stakeholder research consortia when selecting values that need to be managed for achieving tangible and intangible project benefits.Originality/valueThe paper demonstrates a proposed framework for designing and managing the value of PM in large multi-stakeholder university–industry R&D projects.
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Gomes, Jorge, Helena Carvalho, and Mário José Batista Romão. "The Contribution of the Knowledge Areas to Project Success." International Journal of Project Management and Productivity Assessment 9, no. 2 (July 2021): 90–106. http://dx.doi.org/10.4018/ijpmpa.2021070105.
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An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their contribution to projects success. A survey performed to project managers aims to identify the extent to which the different knowledge areas and their respective PM practices are implemented and linked to projects success. The results achieved underlines that the practices related with cost, time, and scope management are the most well stablished. Furthermore, the study highlighted that other knowledge areas had an effect on projects success. Moreover, the project managers pointed out other less immediately reachable criteria for project success like end-customers and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional analytical approach to PM makes an important contribution in the analyses of the practices and factors that most contributed to project success.
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Özdamlı, Fezile, Sualeha Sultan, and Tolgay Karanfiller. "Effectiveness of The Project Management in Libraries: A Systematic Review." Bilgi Dünyası 24, no. 1 (June 14, 2023): 25–44. http://dx.doi.org/10.15612/bd.2023.697.
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Technology is used to keep track of things and timing and make the best decision on the information available. Project Management (PM) has to offer through its various software and technical tools. PM software has always been compared to the traditional ways of libraries. If a library has always been compared to its traditional ways of doing projects, PM brings systematic strategies to the planned project of libraries from beginning to end. The main objective of this research is to find a systematic literature review on the software of PM, the -advantages of using PM in libraries, and the challenges faced by the libraries using PM. This research used the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) to illustrate the systematic literature review. The terms “Project Management” and (“library” OR “libraries”) were applied to the advanced research of the five databases: Ebscohost, Emerald, Scopus, WOS, and ScienceDirect were selected databases to ensure relevant studies were captured. The main finding from the research is that using Project Management software in libraries has many advantages, such as clarity of planning and a good understanding of technical tools and software, despite many challenges. It provides end-to-end planning and can be adapted to frequent changes to increase productivity and success. In addition, unlike other studies, this study indicates the missing gap in the literature, and it is hoped that it will guide the researchers.
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Aljabr, Haretha, and Mohammed Ali. "Integration of Building Information Modeling and Project Management Process." International Journal of BIM and Engineering Science 8, no. 1 (2024): 08–17. http://dx.doi.org/10.54216/ijbes.080101.
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The construction industry has witnessed significant technological advancements in recent years, with Building Information Modelling (BIM) emerging as a pivotal innovation. BIM's integration with Project Management (PM) is recognized as a transformative approach that can potentially enhance efficiency, accuracy, and collaboration within the Architecture, Engineering, and Construction (AEC) industry. This paper explores the integration of BIM and PM, focusing on identifying the challenges and benefits inherent in this convergence. The primary aim is to understand how the synergistic use of BIM and PM can be optimized to improve project outcomes in the construction sector. As the industry evolves, understanding these dynamics becomes crucial for stakeholders aiming to leverage technological advancements for optimal project delivery. The research problem central to this study stems from the observed gaps and challenges in effectively integrating BIM with PM practices. While BIM offers a multidimensional, collaborative framework for construction projects, its full potential is often unrealized due to various implementation challenges. These challenges include technical issues, lack of standardization, and resistance to change within organizational cultures. Recognizing the importance of this integration, the study sets out to answer key research questions revolving around the current state of BIM and PM integration, the main challenges faced, and the potential strategies for effective implementation. The objectives include a detailed analysis of the current practices in BIM implementation, identification of the barriers to effective integration, and proposing a framework that can enhance the synergy between BIM and PM. The methodology employed in this research involves a comprehensive literature review, followed by a survey-based approach to gather data from industry professionals. This data provides insights into the practical aspects of BIM and PM integration and helps in identifying the key factors that influence project success in the context of this integration. This paper contributes to the existing body of knowledge by providing a nuanced understanding of the complexities and potential of integrating BIM and PM. It aims to offer a strategic framework that can guide practitioners and stakeholders in effectively navigating the challenges and leveraging the benefits of this integration for enhanced project performance in the AEC industry.
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Kwak, Young H., and C. William Ibbs. "Calculating Project Management's Return on Investment." Project Management Journal 31, no. 2 (June 2000): 38–47. http://dx.doi.org/10.1177/875697280003100205.
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This paper describes a procedure that can help managers measure their return on investment for project management (PM/ROI). Current PM processes and practices of 38 different companies and government agencies in 4 different industries or application areas were quantitatively examined. A PM benchmarking procedure was developed and used to assess the PM process maturity of these different organizations. A 5-level Berkeley PM process maturity model is introduced. This information is used to measure the relative sophistication and maturity of different organizations and industries.
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Patrício, Vânia, Renato Lopes da Costa, Leandro Pereira, and Nelson António. "Project Management in the Development of Dynamic Capabilities for an Open Innovation Era." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 3 (June 23, 2021): 164. http://dx.doi.org/10.3390/joitmc7030164.
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The aim of the research is to explain how Project Management (PM) ensures the accumulation, integration, utilization, and reconfiguration of the capabilities and knowledge acquired in projects in order to build dynamic capabilities (DCs). This study also gives insight into how PM can develop DCs through the identification and implementation of project management opportunities. The result of 22 semi-structured interviews with 22 participants from 9 companies of different industries are detailed and framed within theoretical dimensions of DCs: knowledge accumulation, integration, utilization, reconfiguration, sensing, and seizing. As a result, we present the best practices, techniques, and PM tools that allow leveraging DCs in organizations. This qualitative study contributes to a theoretical and empirical discussion about how PM transforms knowledge acquired in projects into routines and learning practices that allow organizations to develop or reshape capabilities.
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Rivera, Alfredo, and Dean Kashiwagi. "Minimize Project Risk and Costs: A New Approach to Project Management." Journal for the Advancement of Performance Information and Value 9, no. 2 (March 23, 2020): 49–62. http://dx.doi.org/10.37265/japiv.v9i2.29.
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Traditional project management (PM) results have been poor. The practices of direction and control have been identified by deductive logic as problematic. Deductive logic identifies that, if a manager directs and controls, their risk goes up and performance will go down. A new approach to PM is the replacement of technical expertise with the identification and utilization of expertise. New components of this approach are the minimization of the need to think and make decisions, the use of the language of metrics, a new definition of risk, and the use of preplanning that includes the utilization of expertise and focusing on the mitigation of risk that the expert does not control. This approach has been tested by the International Council for Research and Innovation in Building and Construction Working Commission (CIB W117, formerly known as the Performance Based Studies Research Group at Arizona State University) for the past 25 years increasing customer satisfaction to 98% and minimizing cost by 5 to 30%. These practices are a part of the “PM of the Future.”
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Sibila Lebe, Sonja, and Igor Vrecko. "Systemic integration of holistic project- and hospitality management." Kybernetes 43, no. 3/4 (April 1, 2014): 363–76. http://dx.doi.org/10.1108/k-02-2014-0028.
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Purpose – This conceptual paper aims to integrate and significantly extend past research cognitions from three different scientific fields: project management (PM), hospitality management (HM) and systems thinking (ST). As scarcely any scientific sources are available on these topics, this paper closes a gap in literature and invites to further research in this field. Special stress is given to the research of possible preventing or at least reducing of negative impacts/footprints of hospitality development to the social and physical environments. Design/methodology/approach – The authors present an overview of milestones in project- and HM development in Europe from the end of the Roman Empire till today. The main development stages are checked in view of SR and ST applications. Findings – This research is predominately theoretical, although it also presents several examples from practice that very clearly illustrate the need for merging the knowledge from these both (PM and HM) fields of expertise. The results of the evolution stages show that the development of both HM and PM has always been synchronic, and that PM has practically in all development stages been applied to HM, although this happened unconsciously and thus less effective than in other industries. Originality/value – The value of this research is an improved understanding of the need for merging the cognitions from HM and PM for more responsibility in further HM projects.
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Salaheldin, Salaheldin Ismail, Khurram Sharif, and Maysarah Al Alami. "Utilization of Project Management Software in Qatari Government Organizations." International Journal of Human Capital and Information Technology Professionals 1, no. 1 (January 2010): 1–15. http://dx.doi.org/10.4018/jhcitp.2010091101.
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This study aims to explore the critical driving and resisting forces that promote or inhibit the implementation and use of project management (PM) software in Qatari Government Organizations in an attempt to determine whether software-based PM methodologies are being effectively implemented in the public sector organizations or not. Research hypotheses were evaluated using ANOVA and Mann- Whitney test. Findings indicated that forces that promote or inhibit software based PM implementation are significantly affected by the managerial interest and nature of existing (traditional or contemporary) PM practices. More importantly our findings identified some driving forces that promote the implementation of software-based PM methodology (SPMM) in Qatari government organizations and also identified some roadblocks that prohibit such implementations. Finally managerial implications for the successful implementation of SPMM are provided and avenues for further research are suggested.
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Su, Chun-Hsien, and Ping-Kuo Chen. "Applying project management for new service development." International Journal of Innovation Science 8, no. 3 (September 5, 2016): 185–98. http://dx.doi.org/10.1108/ijis-09-2016-013.
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Purpose This paper aims to provide an innovative solution on new service development (NSD) implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. Design/methodology/approach By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. Findings This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Research limitations/implications This study was to provide an innovative solution on NSD implementation by the project management competences and processes of IPMA ICB 3.0 and PMI PMBOK Guide 5th E. By breaking NSD work breakdown structure into five control accounts, each account has its own suggested work packages concluded from reviewed literatures. This research sequentially presents proper PM competences and processes as solutions for these control accounts and their work packages. Consequently, we concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features. Practical implications Consequently, it is concluded that the PM competences and processes furnish a favorable base where any NSD project is suitable to deploy without compromising its original features.
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Knapp, Filip, and Michal Šimon. "Standardization of Project Management Practices of Automotive Industry Suppliers." Tehnički glasnik 17, no. 3 (July 19, 2023): 432–39. http://dx.doi.org/10.31803/tg-20230504094426.
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This paper deals with the issue of standardization of project management (PM) practices of development activities of automotive industry suppliers. Development activities are critically important for ensuring the final quality of the developed products and related production systems while keeping the target costs. The key to their successful management is considered the use of modern PM practices. In order to represent the current best practices and to be apparent and transparent, the PM practices must be properly standardized. A comprehensive branch standard of PM in automotive industry is however missing. In order to fill the gap in the current state of knowledge, consecutive steps of standardization were defined. This article describes one of the initial steps, a systematic literature review of existing resources that could serve as a valuable basis for standardization. The results show that general PM standards are suitable for treating the quality of project processes and branch PM standards of automotive industry for treating the quality of project product – manufacturing processes of automotive suppliers. The paper discusses the individual methods within both groups in more detail and recommends what purpose they are suitable for.
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Law, Kris MY. "Teaching project management using project-action learning (PAL) games: A case involving engineering management students in Hong Kong." International Journal of Engineering Business Management 11 (January 1, 2019): 184797901982857. http://dx.doi.org/10.1177/1847979019828570.
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How to educate project management (PM) professionals has always been a topic for debate, and it remains popular to discuss the teaching and learning of PM within higher education sector. Learning approaches such as action learning and game-based learning are proven effective in enhancing students’ participation and motivation. Game-action learning (GAL) offers an attractive and challenging learning environment for students to learn and apply, in specific problem scenarios. GAL supports a better understanding of the importance of critical concepts and fills the teaching gaps. This article presents a game-based action learning (GAL) approach in simulating a new product development project, which can be adopted in an short intensive course or a semester long subject. In this article, reflections from the instructor’s perspective are presented to offer a good reference for educators who are keen on using GAL in PM teaching.
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Strang, Kenneth David. "Which Organizational and Individual Factors Predict Success vs. Failure in Procurement Projects." International Journal of Information Technology Project Management 12, no. 3 (July 2021): 19–39. http://dx.doi.org/10.4018/ijitpm.2021070102.
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Project manager (PM) certification and other commonly-tested independent factors were deductively examined using logistic regression to develop an explanatory model of high-priced public procurement project success versus failure. Overall 59% were successful, and 41% failed. The model correctly classified 67.3% of the 2,692 projects, yielding a significant 12% effect size. Individual factors, PM experience, certification, and contractor quality, impacted performance, but contractor size, revenue, industry type, PM age, gender, and education had negligible effect on performance. Quality was in the opposite hypothesized direction. Certified PMs were more likely to achieve successful projects rather than encounter failures. Future research advice was offered.
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Parker, William. "Engineering a Better IT Program Manager: A Comparative Study of IT PM Education and Training." Build it Better 28, no. 96 (April 1, 2021): 130–64. http://dx.doi.org/10.22594/dau.20-856.28.02.
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This article examines the relationship between Department of Defense information technology (IT) program managers (PMs), their technical education, commercial project management certification, and project management success—also known as project efficiency—for IT PMs. The researcher asked, “To what extent does project management success in scope, schedule, and cost compare among PMs, specifically their technical education, commercial project management certification, and interaction effects between education type and commercial PM certification?” A gap in research exists on whether IT PMs with a technical education positively or negatively impact project outcomes. The IT PM community needs more studies on the extent to which commercial PM certifications affect project efficiency. The researcher used factorial multivariate analysis of variance (MANOVA) to compare education and PM certification to project efficiency. MANOVA provided for the examination of the interactive effects. A Mann-Whitney post hoc test confirmed the MANOVA results. Both tests concluded that no relationship exists between undergraduate technical degree, commercial PM certification, and project management success.
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Parker, William. "Engineering a Better IT Program Manager: A Comparative Study of IT PM Education and Training." Build it Better 28, no. 96 (April 1, 2021): 130–64. http://dx.doi.org/10.22594/10.22594/dau.20-856.28.02.
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This article examines the relationship between Department of Defense information technology (IT) program managers (PMs), their technical education, commercial project management certification, and project management success—also known as project efficiency—for IT PMs. The researcher asked, “To what extent does project management success in scope, schedule, and cost compare among PMs, specifically their technical education, commercial project management certification, and interaction effects between education type and commercial PM certification?” A gap in research exists on whether IT PMs with a technical education positively or negatively impact project outcomes. The IT PM community needs more studies on the extent to which commercial PM certifications affect project efficiency. The researcher used factorial multivariate analysis of variance (MANOVA) to compare education and PM certification to project efficiency. MANOVA provided for the examination of the interactive effects. A Mann-Whitney post hoc test confirmed the MANOVA results. Both tests concluded that no relationship exists between undergraduate technical degree, commercial PM certification, and project management success.
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Ljevo, Žanesa, Mladen Vukomanović, and Suada Džebo. "Assessing the influence of project management on quality during the early phases of construction projects." Organization, Technology and Management in Construction: an International Journal 9, no. 1 (December 1, 2018): 1584–92. http://dx.doi.org/10.1515/otmcj-2016-0029.
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AbstractAlthough the quality of a process affects the quality of the end product, there is currently an insignificant amount of knowledge about the quality of project management (PM) processes that directly affect the quality of the delivered product (constructed building). This study presents a proposal for modeling the impact of the quality of the PM process on the quality of the constructed building. The quality of the PM process is represented by the main quality factors and product quality indicators. It presents the results of the interviews that were conducted and study cases that were analyzed in Bosnia and Herzegovina with a variety of project participants (with different managerial perspectives) in terms of the indicators of quality of the delivered product. All participants, regardless of managerial perspective, believe that the most important indicator of the quality of products for each phase of the project is “customer satisfaction in the end phase”, the measurement of which is different for each project phase that is presented. The results of the factor analysis of the definition and the planning phases show that 11 variables, namely, the quality factors of the PM process, can be grouped into three new factors, which is described as 66.61% (77.046%) of the basic set of variables.
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Piwowar-Sulej, Katarzyna. "Organizational culture and project management methodology: research in the financial industry." International Journal of Managing Projects in Business 14, no. 6 (March 30, 2021): 1270–89. http://dx.doi.org/10.1108/ijmpb-08-2020-0252.
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PurposeOrganizational culture has an impact on various activities in organizations, including project management (PM). The aim of the study is to answer the following research questions: RQ1: what significance is attributed to organizational culture compared to the objective project characteristics when choosing the dominant PM methodology in organizations? RQ2: which type of organizational culture is preferred for successful implementation of different PM methodologies? RQ3: what kind (if any) of relationship exists between the dominant type of organizational culture in organizations and the dominant PM methodology?Design/methodology/approachThe author surveyed 100 project managers working in the financial industry in Poland with the use of personal structured interviews. The competing values framework (CVF) concept authored by Cameron and Quinn was used.FindingsProject managers find organizational culture more important than objective project characteristics when choosing the dominant PM methodology in an organization. Although statistical analysis revealed a significant relationship between the preferred type of organizational culture and PM methodology, there is no significant relationship between the existing type of organizational culture and the PM methodology which prevails in the company.Research limitations/implicationsFuture research should investigate other industries and other typologies of organizational culture.Practical implicationsThe paper provides recommendations for management practice on how to shape organizational culture in the context of successful PM with the application of different PM methodologies.Originality/valueThis study fills a gap in the theory of PM by identifying and empirically verifying the theoretical linkage between the type of organizational culture and PM methodology.
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Fernandes, Gabriela, Stephen Ward, and Madalena Araújo. "Identifying useful project management practices: A mixed methodology approach." International Journal of Information Systems and Project Management 1, no. 4 (February 18, 2022): 5–21. http://dx.doi.org/10.12821/ijispm010401.
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This paper describes a mixed methodological research approach for identifying practitioner perceptions of the most useful project management (PM) practices to improve project management performance. By identifying the perceived most useful tools and techniques, as having the most potential for increased contribution to project management performance, practitioners and organizations can select their priorities when improving PM practices. The research involved a programme of thirty interviews with Project Management professionals in Portugal, followed by a global survey. Completed questionnaires were received from 793 practitioners worldwide, covering 75 different countries. The results showed that the top twenty of the list of the most useful tools and techniques is composed of very well-known and widely used tools, such as: progress report; requirements analysis; progress meetings; risk identification; and project scope statement. PM practices in the top of list cover the overall PM life cycle from initiation to project closing, but particular relevance is given to tools and techniques from planning. The areas of knowledge, scope, time, risk, communication and integration, assume a high relevance, each with at least three PM practices on the top of the list.
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Hermano, Víctor, Natalia Martin-Cruz, and Javier Pajares. "The effect of project management dynamic capabilities on firm performance." Baltic Journal of Management 17, no. 2 (January 14, 2022): 266–84. http://dx.doi.org/10.1108/bjm-06-2021-0218.
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PurposeThe purpose of the paper is to shed light on the output of project management (PM) dynamic capabilities Specifically, the study investigates what effect PM dynamic capabilities have on company performance, both directly and indirectly, through the mediation effect of project and portfolio performance. Additionally, it tests whether program performance might also mediate the relationship.Design/methodology/approachThe hypotheses were tested using partial least squares with a sample of 63 international firms that engage in projects globally.FindingsThe main finding of this research is that PM dynamic capabilities do not influence firm performance directly but do so indirectly by increasing firms' performance in projects, programs and portfolios. Both project and portfolio performance have a mediation effect on the relationship between dynamic capabilities and firm performance, but portfolio performance absorbs all this effect when the two performances are in the model.Originality/valueThis paper sheds light on the link between dynamic capabilities and firm performance. It tests the real outcome of dynamic capabilities by making an explicit distinction between firm performance at three intermediate levels (project, program and portfolio) and overall firm performance. Moreover, it opens the black box of dynamic capabilities and empirically operationalizes the theoretical model of sensing-seizing-transforming as the three constituting routines of dynamic capabilities.
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Amoah, Christopher, Kahilu Kajimo-Shakantu, and Tanya van Schalkwyk. "The empirical reality of project management failures in the construction of social housing projects in South Africa." Journal of Facilities Management 18, no. 4 (August 24, 2020): 417–35. http://dx.doi.org/10.1108/jfm-04-2020-0018.
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Purpose The concept of government reconstruction development programme (RDP) social housing in South Africa was rolled out in 1994 after the African National Congress Government came to power when the apartheid rule was abolished. The main aim of the government was to enhance the lifestyles of the poor in society through the provision of houses that they could not afford in the open market. However, many concerns have been reported about the social housing project in terms of poor project implementation and the delivery of deliverables that do not befit the need of the end-users. This study aims to assess the flaws in the application of project management (PM) principles in the construction of these social houses. Design/methodology/approach A quantitative approach was adopted for the study by making use of closed- and open-ended questionnaires to collect data from 1,893 social housing inhabitants in Bloemfontein, Free State. Descriptive statistics and R programming language software were used to analyse the data collected. Findings The findings reveal that there was a profound failure in the application of PM principles in the construction of the social houses leading to the provision of deliverables that do not meet the needs of the beneficiaries. There are also poor project deliverables and lack of consultations that could have probably been prevented had proper PM systems been put in place by the government throughout the project lifecycle. This lack of proper PM philosophies has generated dissatisfaction among the beneficiaries leading to numerous complaints about the social housing programme. Research limitations/implications The survey was done in only RDP housing communities in Bloemfontein in the Free State Province of South Africa; however, the result may be applicable in other RDP housing programmes. Practical implications The empirical results indicate that the government has been providing houses with disregard to project objectives by not instituting an appropriate PM systems; hence, the main objective of providing befitting houses to the less privileged to enhance their living conditions has woefully failed, as the inhabitants do not see any improvement of their social standings after receiving the houses. This means the government might have wasted resources as a result of ineffective PM throughout the project implementation. Originality/value This study has identified PM flaws in the construction of the RDP houses, which have led to poor project deliverables. This study thus gives recommendations with regard to proper PM strategies for the implementation of the same or similar project in the future to achieve project objectives.