Showing papers in "Project Management Journal in 2007"
TL;DR: In this paper, the authors have referred to problems caused by complexity or problems of particular significance to complex projects in the field of project management, and they referred to the problems of complexity caused by particular significance for complex projects.
Abstract: Both practitioners and researchers in the field of project management have referred to problems caused by complexity or problems of particular significance to complex projects In different scienti
215 citations
TL;DR: In this article, the authors present an understanding of the phenomenon of project management office (PMO) in practice, and their understanding of this phenomenon can be traced back to the early 1990s.
Abstract: Over the last decade, the project management office (PMO) has become a prominent feature in many organizations. Despite the proliferation of PMOs in practice, our understanding of this phenomenon r...
202 citations
TL;DR: The statistics of project success suggest that most projects still fail and many projects... as discussed by the authors, however, irony suggests that most project success suggests that very few projects still succeed, while many projects fail.
Abstract: Project management is one of the fastest growing disciplines in organizations today. However, ironically, the statistics of project success suggests that most projects still fail and many projects ...
201 citations
TL;DR: Innovation research has predominantly focused on hierarchically organized firms competing within single markets as mentioned in this paper, however, researchers have debated over whether the increasing use of proje... and have argued that the use of Proje...
Abstract: Innovation research has predominantly focused on hierarchically organized firms competing within single markets. Recently, however, researchers have debated over whether the increasing use of proje...
160 citations
TL;DR: The conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management is described in this article. But the model is not designed for the general public.
Abstract: Organizations investing in project management need to be assured of a concrete return. Without the ability to clearly define its value, project management joins the long line of initiatives (i.e., TQM, information systems, training, human resources) struggling to prove their worth to organizations. However, demonstrating a concrete value in organizations has been illusive and even paradoxical. This paper describes the conceptual model underlying a major international research project designed to yield a broad perspective on the value of project management. This model and research design will be of interest to researchers, project managers, professional organizations, and senior executives.
145 citations
TL;DR: A framework identifying the key areas within IT projects where knowledge-based risks occur include a failure to learn from past projects, competence of the project team, problems in integrating and transferring knowledge, lack of a knowledge map, and volatility in governance is presented.
Abstract: This paper presents a framework identifying the key areas within IT projects where knowledge-based risks occur. These risks include a failure to learn from past projects, competence of the project ...
140 citations
TL;DR: In this article, the authors address two important current trends in project management research: the first relating to the changing emphasis of project-based research output, and the second relating to develo...
Abstract: This paper addresses two important current trends in project management research: the first relating to the changing emphasis of project-based research output, and the second relating to the develo...
115 citations
TL;DR: In this article, the concept of patterns of complexity, the minimal manageable "space" of complex projects, has been discussed, which is similar to the concept described in this paper.
Abstract: Projects are and have always been complex. However, complexity is hardly managed or influenced. This paper discusses the concept of patterns of complexity, the minimal manageable “space” of complex...
107 citations
TL;DR: Despite the increasing use of project management within organizations, an attendant poor rate of success among these projects has been observed (Clancy & Stone, 2005; Ives, 2005). Seventy-five perc...
Abstract: Despite the increasing use of project management within organizations, an attendant poor rate of success among these projects has been observed (Clancy & Stone, 2005; Ives, 2005). Seventy-five perc...
90 citations
TL;DR: In this article, the authors investigated the validity of the traits theory of leadership applied to project management and determined how it correlates to core project management competencies and found that it correlates well with project management core competencies.
Abstract: This research investigates the validity of the traits theory of leadership applied to project management and determines how it correlates to core project management competencies. Previous published...
89 citations
TL;DR: In this article, the authors define soft skills, also referred to as micro-social skills, are universally recognized as being critical to successful project management and present methods of measuring those skills, however, are to date largescale.
Abstract: “Soft” skills, also referred to as “micro-social” skills, are universally recognized as being critical to successful project management. Methods of measuring those skills, however, are to date larg...
TL;DR: Even though the importance of knowledge transfer within project-oriented organizations is frequently emphasized in the recent project management literature, in practice, knowledge transfer only takes place in the context of projects.
Abstract: Even though the importance of knowledge transfer within project-oriented organizations is frequently emphasized in the recent project management literature, in practice, knowledge transfer only tak...
TL;DR: The level of enthusiasm applied toward project efforts has a direct impact on the project results as mentioned in this paper, and it is in the project manager's best interest to drive toward project success through the creation and maintenance of a motivating environment for all members of the team.
Abstract: Stimulating team member performance requires a project manager to harness many different interpersonal skills. The level of enthusiasm applied toward project efforts has a direct impact on the project results. Because motivation can inspire, encourage, and stimulate individuals to achieve common goals through teamwork, it is in the project manager’s best interest to drive toward project success through the creation and maintenance of a motivating environment for all members of the team.
TL;DR: The model presented empowers the traditional critical path method (CPM) to handle uncertainty and also provides explanatory analysis to elicit, represent, and manage different sources of uncertainty in project planning.
Abstract: Project scheduling inevitably involves uncertainty. The basic inputs (i.e., time, cost, and resources for each activity) are not deterministic and are affected by various sources of uncertainty. Mo...
TL;DR: In this paper, the authors present a series of assessments of practitioners' project management knowledge and use of project management practices across countries, industry sectors, and application areas, and interpreted in relation to the ongoing development of standards for project management.
Abstract: Project management knowledge and practice are often considered to be generic and suitable for standardization. However, projects are also viewed as fundamentally unique pieces of work. This paradox of project uniqueness lies at the heart of project management. This paper discusses this tension between uniqueness and similarity, before reporting on the results of a series of assessments of practitioners’ project management knowledge and use of project management practices. Results are analyzed across countries, industry sectors, and application areas, and interpreted in relation to the ongoing development of standards for project management.
TL;DR: In this article, the authors determine the most important leadership and managerial behaviors for project managers as perceived by female project managers and ascertain the frequency with which these behaviors are observed by women project managers.
Abstract: The purpose of this study was to determine the most important leadership and managerial behaviors for project managers as perceived by female project managers and to ascertain the frequency with wh...
TL;DR: High-performing teams exchanged more messages, modified their exchanges around milestones, and were more prone to self-organize prior to project completion, suggesting project managers could benefit from monitoring the amount and the way their team members discuss task and coordination.
Abstract: Communication is a key factor in team performance, successful project completion, and effective project management. Collective asynchronous electronic messages on task and coordination sent among m...
TL;DR: The Western project management approach requires the use of not only PM technology but also PM values/beliefs as discussed by the authors, and this research is concerned with the likely cultural barriers for Chinese enterpri...
Abstract: The Western project management (PM) approach requires the use of not only PM technology but also PM values/beliefs. This research is concerned with the likely cultural barriers for Chinese enterpri...
TL;DR: Turner and Anbari as discussed by the authors defined project management as being a recognizable field of study and, in future editorials will introduce the different schools of thoughts we discovered and their characteristics.
Abstract: a series where I am presenting the results of research undertaken with my colleagues J. Rodney Turner1 and Frank T. Anbari2 in order to map the research conducted in the field of project management, and its main characteristics. (See the previous issue of this journal [Bredillet, 2007] for part 1 of the series.) I will define project management as being a recognizable field of study and, in future editorials will introduce the different schools of thoughts we discovered and their characteristics. Project Management as a Recognizable Field of Study Audet (1986) defined a knowledge field as the following:
TL;DR: Turner and Anbari as discussed by the authors presented the results of research undertaken with my colleagues J. Rodney Turner1 and Frank T. Anabbari, which was to review and map all research conducted in the field of project management and its main characteristics.
Abstract: This “Letter From the Editor” is the third part of a series in which I am presenting the results of research undertaken with my colleagues J. Rodney Turner1 and Frank T. Anbari.2 The purpose of the research was to review and map all research conducted in the field of project management and its main characteristics. I outline here these major schools of thought and review progress, trends, and potential research in two of them (Optimization School and Modeling School).
TL;DR: A qualitative application of the framework of negotiation analysis is found to facilitate the description of generic negotiation maneuvers in projects, supports the analysis of project negotiations, and provides several practical suggestions to improve negotiation outcomes.
Abstract: We conceive the project sales and implementation process as a continuous joint decision-making process between the customer and supplier. We draw a parallel between the stage model of negotiations and phases of the project sales and implementation process, and apply the framework of negotiation analysis to the context of project management. A sample of negotiation strategies for both counterparts is presented to illustrate how the negotiation analytic framework can be used to describe and analyze different strategies the supplier and customer can employ in different phases of the project sales and implementation process. We find that a qualitative application of the approach facilitates the description of generic negotiation maneuvers in projects, supports the analysis of project negotiations, and provides several practical suggestions to improve negotiation outcomes.
TL;DR: In this paper, the authors explore how projects that can be considered as repeatable and replicable in a sequence of deliverables over a period of time can be planned and executed (rolled out) in a way that maximizes knowledge transfer and production from one execution to the next.
Abstract: This paper explores how projects that can be considered as repeatable and replicable in a sequence of deliverables over a period of time can be planned and executed (rolled out) in a way that maximizes knowledge transfer and production from one execution to the next. A variety of management disciplines were reviewed to understand the way that project and program rollouts are treated in IT, product development, organizational learning, and manufacturing literature. These reviews enabled the development of a conceptual model to describe how planning and implementing the rollout of a product or service can be more knowledge-focused and an accompanying capability maturity model. Several examples from real life, including one experienced by one of the authors, were used to illustrate and test the conceptual model. The model integrates knowledge management, change control, and planning in a way that can develop organizational learning and the authors assert that this can improve productivity and both tangible and intangible returns to those that follow the model. An accompanying capability maturity model is also presented. The conceptual model, while initially tested against several real-life cases, needs to be tested against a new set of projects as an action learning research project in order to more fully develop knowledge of the dynamics of learning and improvement in rollout projects. The implication is that when project managers undervalue important learning aspects of phased rollouts, they may miss important organizational learning opportunities.
TL;DR: This research asserted that five critical behavior constructs, Empowerment, Support, Decision-Making, Flexibility, and Communications, were instrumental in matrix organizational performance and were strongly influenced by senior leadership behavior.
Abstract: Previous research has helped us under-stand the role of program managers in the matrix organization but little has been done to provide a framework for understanding the senior management role. Thi...
TL;DR: Computational methods are used to assess the behavior and project performance of different organization-al designs in varying environments and reinforce contingency theory and suggest particular characteristics of different project environments that make one form relatively more or less appropriate than another.
Abstract: Building upon prior research on enterprise centralization and knowledge dynamics, this paper uses computational methods to assess the behavior and project performance of different organization-al d...
TL;DR: In this article, the authors present illustrations concerning the relative size of project attributes during different project phases, and derive models all have attributes in common, such as attributes such as size, complexity, and cost.
Abstract: Many textbooks on project management present illustrations concerning the relative size of project attributes during different project phases. The derived models all have attributes in common, such...
TL;DR: A new framework using the Six Sigma methodology is presented that can help companies to better categorize potential projects in a systematic way and applicability of this new framework is illustrated in a case study of operational improvement program management at a Fortune 100 company.
Abstract: As the business environment changes, a key element needed for sustaining corporate success is the ability to respond proactively through operational improvement. Corporations are paying increased a...
TL;DR: In this article, a performance measurement system (PMS) for research and development (RD however, this is a verifiable process) is described. But this is not the case in this paper.
Abstract: Implementing a performance measurement system (PMS) for research and development (RD however, this is a ver...
TL;DR: In this article, the differences between a selection of various countries' existing project management standards for project management are analyzed and compared in light of current work toward the development of global standards.
Abstract: In light of current work toward the development of global standards for project management, this paper analyzes differences between a selection of various countries’ existing project management sta...
TL;DR: In this article, a five-factor model of project priorities is established, comprising traditional measures of project cost, time, and quality, in combination with a need to focus on stakeholders and to develop a customer and project team orientation.
Abstract: This paper reports the results of a project management practices study in the U.K. social housing sector. A five-factor model of project priorities is established, comprising traditional measures of project cost, time, and quality, in combination with a need to focus on stakeholders and to develop a customer and project team orientation. This model supports and integrates previously fragmented notions of project performance measurement. The relationship between these five project management criteria and the effectiveness and use of a performance management system (PMS) is then explored, with some limited evidence found that PMS effectiveness is an antecedent to practices that focus on the customer, the project team members, and other stakeholders.