Showing papers in "Project Management Journal in 2010"
TL;DR: Research on projects is not only an immature field of research, but it is also insubstantial when it comes to understanding what occurs in projects as discussed by the authors, which contributes to making projectmanagemen
Abstract: Research on projects is not only an immaturefield of research, but it is also insubstantial whenit comes to understanding what occurs in projectsThis article contributes to making projectmanagemen
293 citations
TL;DR: The importance of the front-end decision-making phase in projects is being increasingly recognized - the need to do the right project is on a par with doing the project right as discussed by the authors.
Abstract: The importance of the front-end decision-making phase in projects is being increasingly recognized - the need to do the right project is on a par with doing the project right. This area is underrepresented in the literature, but there are a number of key themes that run throughout, identifying key issues or difficulties during this stage. This article looks at some of these themes and includes: the need for alignment between organizational strategy and the project concept; dealing with complexity, in particular the systemicity and interrelatedness within project decisions; consideration of the ambiguity implicit in all major projects; taking into account psychological and political biases within estimation of benefits and costs; consideration of the social geography and politics within decision-making groups; and preparation for the turbulence within the project environment, including the maintenance of strategic alignment.
267 citations
TL;DR: This article found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality.
Abstract: Key dimensions of project manager behaviors considered to be associated with successful project outcomes have included both appropriate collaborative behaviors and transformational leadership. More recently, emotional intelligence has been suggested as a unique area of individual differences that is likely to underpin sets of behaviors in this area. Based on a sample of 67 UK project managers, it was found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness, and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality.
229 citations
TL;DR: In this article, the authors present a conceptual framework that explains the focal collaboration related elements and their interdependencies in multipartner projects based on the existing empirical studies and theoretical literature on collaboration, knowledge integration, and project success.
Abstract: In many project-based industries, there has recently been an increased tendency for collaboration and cocreation of value with the customers. However, many existing studies report inherent challenges and complexities related to multipartner collaboration. This article presents a conceptual framework that explains the focal collaboration related elements and their interdependencies in multipartner projects. The elements in the framework and relations between them are derived from the existing empirical studies and theoretical literature on collaboration, knowledge integration, and project success. Based on the conceptual analysis of the extant literature, we identify eight collaboration antecedents and three collaboration outcome elements. The conceptual framework explains how two collaboration mediators, project-collaboration quality and knowledge-integration capability, relate collaboration antecedents with collaboration outcomes. In addition, based on the literature analysis, we identify 15 mechanisms that enhance the project-collaboration quality in multipartner projects. The article provides novel insights on the dynamics of collaboration in multipartner projects by offering the concepts of project-collaboration quality and knowledge-integration capability and explaining their role in collaborative projects.
181 citations
TL;DR: In this paper, the authors carried out a meta-analysis within the leading project management journals and found that stakeholder theory is predominantly fed by articles from Anglo-American countries and applied in the construction and IT sectors.
Abstract: After 25 years from its inception by Freeman in 1984, the stakeholder approach enjoys support from a growing community of researchers and practitioners. In this article, we try to outline this development by carrying out a meta-analysis within the leading project management journals. We found that stakeholder theory is predominantly fed by articles from Anglo-American countries and applied in the construction and IT sectors. The understanding of the stakeholder notion is moved towards a more complex view. Articles from different project management areas indicate the key role of stakeholders in projects.
149 citations
TL;DR: In this paper, the soft competencies by project phase that information systems project managers require for project success are investigated by conducting 33 qualitative interviews to evaluate the soft skills of information system project managers.
Abstract: This article investigates the soft competencies by project phase that information systems (IS) project managers require for project success. The authors conducted 33 qualitative interviews to colle...
149 citations
TL;DR: In this paper, the authors addressed the research question: How is uncertainty affecting project portfolios managed in dynamic environments? The management of four portfolios was studied in two large multidivisi...
Abstract: This article addresses the research question: How is uncertainty affecting project portfolios managed in dynamic environments? The management of four portfolios was studied in two large multidivisi...
118 citations
TL;DR: In this paper, an extensive investigation carried out in two technology-based companies of the Sao Carlos technological pole in Brazil is presented, based on this multiple case study and literature review, a method, entitled IVPM2, applying agile project management (APM) principles was developed.
Abstract: This article presents an extensive investigation carried out in two technology-based companies of the Sao Carlos technological pole in Brazil. Based on this multiple case study and literature review, a method, entitled hereafter IVPM2, applying agile project management (APM) principles was developed. After the method implementation, a qualitative evaluation was carried out by a document analysis and questionnaire application. This article shows that the application of this method at the companies under investigation evidenced the benefits of using simple, iterative, visual, and agile techniques to plan and control innovative product projects combined with traditional project management best practices, such as standardization.
109 citations
TL;DR: In this article, the authors propose a meta-approach of the project management field that considers the various perspectives in existence, while providing an integrative ontological and epistemological framework.
Abstract: The purpose of this article is to suggest a possible “meta” approach of the project management field—the unit of analysis—respectful of the various perspectives in existence, while providing an integrative ontological and epistemological framework. In order to do so, I first suggest what could be perceived as being the state of the field and its main constituting “school of thoughts.” Then I open the debate on what could be the ontological and epistemological perspectives enabling us to better take into account the diversity we face in considering the richness of the field. Based on these developments, I propose to address project management as a complex integrative knowledge field, which eventually will lead us to consider “modeling—developing specific convention—to do ingeniously” as acting and learning mode in the management of projects.
98 citations
TL;DR: In this article, the authors developed a model for improving the performance of global projects using the underlying relations among the important enablers and barriers of global project, which is based on the work of this article.
Abstract: The purpose of this research effort is to develop a model for improving the performance of global projects using the underlying relations among the important enablers and barriers of global project...
83 citations
TL;DR: In this paper, the authors present empirical results on the nature and reasons for this transition and propose a process view on the transformation of the PMO as being triggered by conditions within the external and/or internal context.
Abstract: Project management offices (PMOs) are dynamic organizational entities, frequently in transition from one charter and structure to the next. Within this article, we present empirical results on the nature and reasons for this transition. The article reports the second of a series of studies aimed at understanding the dynamics of PMOs. It addresses the mistaken paradigm that PMOs change because characteristics or functions in an existing PMO are wrong and require a new PMO charter or structure that can last for a long time. Instead of that, the article proposes a process view on the transformation of the PMO as being triggered by conditions within the external and/or internal context and producing outcomes in terms of impacts from the transformation. A global web-based questionnaire on PMO transitions in structure and charter yielded 184 responses. Factor analysis and correlation analyses revealed that the transition of a PMO from one configuration to the next is not a question of being right or wrong. PMOs in transition can rather be understood as a multilevel dynamic process anchored in a specific organizational context change. From the academic viewpoint, the authors believe that this research filled a large gap in the understanding of the reasons for and nature of PMOs to transition.
TL;DR: In this paper, the authors present an exploratory theory-building study aiming to identify the project management approaches used by experienced practitioners to respond to rapidly changing environments, and a model for better management in rapidly changing environment is proposed.
Abstract: Rapidly changing environments are a newly recognized and increasing challenge in the field of project management. Traditional prescriptive approaches, oriented around process control, are considered suboptimal in meeting this challenge. In this article, the authors present an exploratory theory-building study aiming to identify the project management approaches used by experienced practitioners to respond to rapidly changing environments. The results of 37 semistructured interviews with 31 participants across 10 industries (i.e., construction, aerospace, international community development, pharmaceutical, defense, film production, start-ups, venture capital, research, and information technology) were analyzed according to the planning styles used. Results are discussed in the light of previous research, and a model for better management in rapidly changing environments is proposed.
TL;DR: The Project Management Second Order (PM-2) as mentioned in this paper is a new paradigm and will be the leading concept for the next decades, based on new insights in modern natural and social sciences, which were analyzed in a research program.
Abstract: Project Management Second Order (PM-2) is based on new insights in modern natural and social sciences, which were analyzed in a research program. This was explained in a previously published article in this journal (Saynisch, 2010). PM-2 is a new paradigm and will be the leading concept for the next decades. The concept of PM-2 was awarded the IPMA Research Award 2007 and the International Centre for Complex Project Management Research Prize 2010. The model represents a reference model. This article will explain the genesis of PM-2 as well as the principles, methods, and processes. Further, practical use will be discussed and real examples of transfer will be shown as well as PM-2 in the context of project-oriented companies. Integration aspects of CPMCS (ICCPM), ICB3 (IPMA), PMBOK® Guide/OPM3® (PMI) as a future view will be shown.
TL;DR: In this article, the authors present an approach for developing key strategic performance indicators for measuring the achievement of objectives during the progress of project portfolios, which is similar to the one presented in this paper.
Abstract: It is difficult to find indicators for measuring the achievement of objectives during the progress of project portfolios. This article presents an approach for developing key strategic performance ...
TL;DR: In this article, the authors investigate the potential in the GCC countries through inter-viewing 17 experienced value managers from the GCC and conclude that such an endeavor might be unviable at present, largely due to a lack of awareness with regard to sustainability issues.
Abstract: The Gulf Cooperation Council (GCC) comprises the Kingdom of Saudi Arabia, the Kingdom of Bahrain, and the states of Kuwait, Oman, Qatar, and the United Arab Emirates. These countries are fairly similar in terms of socioeconomic, commercial, and infrastructural development. Disappointingly perhaps, their thriving con- struction industries continue to score poorly in terms of sustainability. Although value manage- ment (VM) has been proposed as a potential mechanism for delivering sustainable construc- tion projects in some countries, this idea has not yet been widely put into practice around the world. The aim of this article is to investigate this potential in the GCC countries through inter- viewing 17 experienced value managers from the GCC. The primary conclusion, derived from the viewpoints of these value managers, is that such an endeavor might be unviable at present, largely due to a lack of awareness with regard to sustainability issues in the GCC. Proposals are therefore provided to assist in a successful integration of sustainability into VM practices in the GCC region.
TL;DR: In this article, risks are categorized as risks to operational, long-term, or short-term strategic objectives, and, by studying a dataset of some 1,450 risk elements that make up the risk registers of seven large projects, examine how operational and strategic risks are distributed in the projects.
Abstract: In a hierarchy of project objectives, strategic objectives will often be principally different from the operational ones. Operational objectives concern the project outputs/results, and strategic objectives concern the project goal and purpose. In this study, risks are categorized as risks to operational, long-term, or short-term strategic objectives, and, by studying a dataset of some 1,450 risk elements that make up the risk registers of seven large projects, we examine how operational and strategic risks are distributed in the projects. The study strongly indicates that risks to a project's strategic objectives rarely occur in the project's risk registers, though project success and failure stories indicate their importance.
TL;DR: In this article, the authors argue that traditional project management cannot fulfill the challenges and requirements for mastering increased complexity in society, economics, and technology and propose a new paradigm in project management.
Abstract: This article speculates beyond current thinking in project management, asserting that traditional project management cannot fulfill the challenges and requirements for mastering increased complexity in society, economics, and technology The new paradigmatic evolutionary-systemic and cybernetic-systemic research results (including self-organization or chaotic systems) in the more recent natural and social sciences were analyzed based on their relevance for a new perspective in project management Selected results of the research program will be presented, including a short description of “Project Management Second Order (PM-2)” as a highlighted result and a new paradigm in project management
TL;DR: In this paper, a typological model that brings together four distinct theoretical types of project management is presented. But the model is not suitable for practice, and it is not a typology-based approach to project management.
Abstract: This article examines project management through the lens of practice. Drawing on the literature, we develop a typological model that brings together four distinct theoretical types of project mana...
TL;DR: In this paper, the authors explored the tension between different modes of action that a project leader uses throughout the course of a project and whether there is a possibility for the project leader to change modes.
Abstract: This article explores the tensions between different modes of action that a project leader uses throughout the course of a project. The study examines whether these different modes can be identified and, if so, whether there is a possibility for the project leader to change modes. This is referred to as ambidexterity. Ambidexterity is explored within two polar expeditions. Results are surprising. No conclusion can be reached about the advantage of one mode over the other. But what does stand out as a discriminating factor is the possibility of using all modes throughout the project.
TL;DR: In this article, the authors explore social and behavioral influences of an individual on the project team and how those influences affect the success or failure of a project, and how to exploit them.
Abstract: Individual team members can be instrumental to the success or failure of a project. This article will explore social and behavioral influences of an individual on the project team and how those beh...
TL;DR: In this paper, the notion of collective competence is increasingly being used for developing teams capable of completing projects in extreme situations, which is becoming a major challenge for a growing number of organizations.
Abstract: Developing teams capable of completing projects in extreme situations is becoming a major challenge for a growing number of organizations. The notion of collective competence is increasingly being ...
TL;DR: In this paper, the authors investigate the relationship between organizational and professional commitment of project workers, using role-conflict theory and exchange theory to establish the multiple dimensions of commitment (affective, continuance, and normative) and support their argument for different foci of commitment.
Abstract: The purpose of this article is to investigate the relationship between organizational and professional commitment of project workers. We first present (1) role-conflict theory and exchange theory to establish the multiple dimensions of commitment (affective, continuance, and normative) and (2) social identity theory to support our argument for different foci of commitment—organization and profession. Building on these theoretical lenses, we present the literature review that compares organizational and professional commitment of project workers with respect to the three dimensions of commitment. Adopting a positivist approach and a sample of 141 project workers, we use Pearson’s correlation to identify the relationship between affective organizational and affective professional, continuance organizational and continuance professional, and normative organizational and normative professional commitment. We report significant correlation between affective organizational commitment and affective professional commitment of project workers. The correlations between continuance organizational commitment and continuance professional commitment and normative organizational commitment and normative professional commitment are moderate. We then discuss the implications of these findings for the project management profession.
TL;DR: In this paper, the authors present a study on the progress of project management from 2000 to 2008, and conclude that the field of project managements is moving ahead in a good way.
Abstract: This paper presents a study on the progress of project management. Descriptions of projects from 2000 and 2008 are studied. The study concludes that the field of project management is moving ahead....
TL;DR: In this article, an innovative negotiation methodology for managing conflicts in construction projects is presented in a scenario where multiple decision makers are involved, and the proposed negotiation methodology is based on a negotiation process.
Abstract: An innovative negotiation methodology for managing conflicts in construction projects is presented in this article where multiple decision makers are involved. The proposed negotiation methodology ...
TL;DR: In this article, the authors explored whether gender differences in project managers are related to gender differences among their team members and found that gender differences are correlated with team members' gender differences.
Abstract: This study explores whether gender differences in project managers are related to gender differences in their team members. Gender differences are explored in the context of project managers’ and t...
TL;DR: The authors examined the experiences of 46 accidental project managers within the Western Australian public sector through a questionnaire survey and found that most project managers were selected based on their technical or managerial expertise and thus lacked the required competencies to deliver a project.
Abstract: Many individuals are called upon to undertake project management responsibilities with little or no preparation. Such project managers have been referred to as accidental project managers. This article examines the experiences of 46 accidental project managers within the Western Australian public sector through a questionnaire survey. Findings reveal that most project managers were selected based on their technical or managerial expertise and thus lacked the required competencies to deliver a project. There was a greater propensity for accidental project managers to act in a part-time mode, undertake nontechnical projects, and be provided with limited training and education.
TL;DR: In this paper, the authors present the results of a polar expedition by sea kayak in which the authors participated in 2007 and call upon the approach of Bruno Latour to describe the forms of socio-technical combinations and the controversies that arose during the course of the project.
Abstract: This article presents the results of a polar expedition by sea kayak in which the authors participated in 2007. It calls upon the approach of Bruno Latour to describe the forms of socio-technical combinations and the controversies that arose during the course of the project. In addition, the article utilizes the experience of this unique project to draw lessons regarding project management in general: lessons on team makeup, knowledge management, and the relationship between preparation and actual implementation of a given project.
TL;DR: A methodology for investigating projects of polar expeditions: in situ, in vivo, and in extenso is presented, which allows us to objectify the tacit knowledge implemented by the actor in a completed situation, and to shape it in a chronological statement.
Abstract: The purpose of this article is to present a methodology for investigating projects of polar expeditions: in situ, in vivo, and in extenso. It is a new kind of qualitative methodology in that, classically, this type of method mostly focuses on "ways of saying" (Hlady Rispal, 2002), whereas we concentrate on "ways of doing" (Lievre & Rix-Lievre, 2009). The aim is to study the actuality of the collective action of organizing in its totality. It is guided by the description of "organizing" as defined by Weick. This case is built from information gathered by two actors engaged in the expedition, each one collecting data in a specific perspective. The first data collection was dedicated to collective dimensions. The multimedia logbook is filled in by a researcher in a posture of observant participation, relying on paper or video traces regularly collected throughout the project. These traces are then shaped to make a narrative. The second data collection was dedicated to more individual practices and therefore centered on individual members of the expedition at specific moments. The Device for Objectifying Situated Practices relies on two videos of the situation--one from an outside point of view and the other one using an embedded camera in order to record from a standpoint close to the actor's--and on an interview with the actor using the second recording. The method allows us to objectify the tacit knowledge implemented by the actor in a completed situation, and to shape it in a chronological statement.
TL;DR: In this article, the authors recognize the critical role played by coordination in ensuring the success of project-based activities, but partly due to some contingency theory limit, they do not consider the contingency theory in project management.
Abstract: Literature in project management widely recognizes the critical role played by coordination in ensuring the success of project-based activities. However, partly due to some contingency theory limit...