Showing papers in "International Journal of Project Management in 2002"

TL;DR: In this paper, a comprehensive answer to the question of which factors are critical to project success depends on answering three separate questions: “What factors lead to project management success?”, "What factors leads to a successful project?" and "What factor leads to consistently successful projects?"

TL;DR: In this article, a case study of a waste water treatment facility in Scotland is presented, which is typical of most PPP projects in terms of low equity in the project vehicle and a reliance on direct revenues to cover operating and capital costs.

TL;DR: In this paper, the authors present the findings of a survey aimed at identifying the most important causes of delays in construction projects with traditional type contracts from the viewpoint of construction contractors and consultants.

TL;DR: In this paper, the authors report the findings of a survey designed to capture the "real world" experiences of people active in project management, and particular emphasis was placed on the use that had been made of any of the many project management methods, tools and techniques that are available.

TL;DR: In this paper, the effects of delay on the completion cost and time of 61 building projects in Nigeria were assessed by questionnaire evaluation and empirical method, and the findings showed that time and cost overruns were frequent effects of delays.

TL;DR: In this article, the authors proposed a triple-system(S) model comprising a set of three sub-systems of strategic project planning and delivery process, the organizational contexts and a formalized technology-enabled information system.

TL;DR: In this article, the authors extend the scope of the risk process to include opportunity management explicitly, i.e. uncertainties that could have a beneficial effect on achieving objectives, and propose an approach to manage these uncertainties.

TL;DR: In this article, the authors provide a profile of environmental management in Hong Kong construction by identifying what contractors consider to be the benefits of and barriers to the practice and the appropriateness of measures for mitigating the barrier effects.

TL;DR: In this paper, the authors describe how changes and their actions or effects otherwise known as dynamics can impact the project management system and the major factors influencing a project's performance are observed.

TL;DR: In this paper, a model using the analytical hierarchy process (AHP) is developed to select the most appropriate project delivery method based on several factors considered to be relevant to the selection decision are used in the ranking of the project delivery methods.

TL;DR: In this paper, the authors identify the problematic issues associated with project partnering based on contractors' perceptions and find that the unwillingness of the client to fully commit to the partnering agreement was the main reason for ineffective project partnering.

TL;DR: In this paper, the authors suggest that value management can be combined with project management to form an integrated learning-performance program management model, and they further develop this concept by identifying some specific methods and techniques which can be used to implement such a model.

TL;DR: In this article, the authors present a framework for selecting a knowledge management strategy that is appropriate to the organisational and cultural context of an organization, based on a detailed study of current knowledge management processes in the construction and manufacturing sectors.

TL;DR: In this article, the authors explore explanations for possible causative patterns and suggestions for strategies to compress the construction durations of various types of building projects, on the basis of the lessons learned from recent Hong Kong-based surveys and research findings.

TL;DR: In this article, the authors investigate the appropriateness of the current working methods and process work by analyzing the early phases of the product development process and find that there is less use chasing and mapping out the Front End process applicable for the pre-project phase.

TL;DR: In this paper, the authors proposed a framework for an integrated performance index encompassing the entire lifecycle of R&D projects, identifying the key factors in each phase of the project lifecycle and integrating them through a formula to derive an Integrated Performance Index that can be used to measure the overall performance of a project.

TL;DR: The application of the TOC approach to project scheduling led to the development of the critical chain technique that has been the subject of discussions in literature as mentioned in this paper, and a second application of TOC is to manage resources shared by a number of concurrent projects.

TL;DR: An enhanced framework for procurement is proposed by coupling the concepts of Supply Chain Management and Critical Chain Project Management, with the latter drawing ideas from the Theory of Constraints.

TL;DR: In this paper, the authors examine the ways in which the nature and quality of relationships between client and contractor depend upon a complex and dynamic interplay of formal integrative mechanisms and informal social processes.

TL;DR: A Risk Register Database System, which incorporates a Risk Register and a Risk Assessment Tool which have been used to aid the management of project risk within an automotive company is presented.

TL;DR: In this article, the authors examine the project risk management practices in a British utility, which manages its information systems and business change projects using the Prince2™ method, which has greatly increased the success rate of projects run within the company, but has little in the way of directing Project Managers in handling project risk.

TL;DR: In this article, the authors identify the benefits of repeatability in both processes and products and use this to improve work practices and culture in terms of integration, decision-making and reductions in re-work.

TL;DR: In this paper, the authors discuss some of the reasons behind the failure to systematically learn, and present an approach and modeling framework that facilitates cross-project learning, illustrated with a case study of two multi-$100 million development projects.

TL;DR: In this article, the problems of managing employees with limited proficiency in the indigenous language of their workplace were investigated and a series of recommendations were made to help construction companies improve inter-cultural communication in their workforce.

TL;DR: The main causes of material and equipment procurement delay were found to be organizational weaknesses, suppliers' defaults, governmental regulations and transportation delays as mentioned in this paper, however, the actual impact of these delays on project costs was only about 0.5% of the total budgeted cost of the projects.

TL;DR: In this paper, a detailed survey of the top 100 construction companies in Thailand was conducted, to determine what factors are used in the industry to assign project managers to projects, and a matching model was developed based on the identified influencing factors and the relative importance they attached in the process of selecting the construction project managers.

TL;DR: In this article, the authors analyzed MANAGEMENT and project management in an attempt to find the application and integration of strategy, structure, processes and projects in order to facilitate the development of a business.

TL;DR: In this paper, the authors argue that newly appointed program directors and managers are often unprepared for the challenges of continually shaping internal and external context, and frequently lacking the creativity, awareness and sensitivity such a role demands.

TL;DR: In this article, the authors present a computer-based model that has a cash flow forecasting ability and to study the impact of five risk factors on a project's cash flows, which are duration, over/under measurement risk (during work progress), variation risk and material cost variances.

TL;DR: In this paper, the authors examined the best practices in a heterogeneous sample of 34 Canadian organizations having professional project managers and also examined barriers to best practices and the organizational context in terms of leadership styles and organizational culture.