Extreme project management

Abstract: 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 lead to a successful project?” and “What factors lead to consistently successful projects?” This paper draws on new empirical research from more than 70 large multi-national or national organizations to answer each of these three questions, and to identify 12 factors that are, in one way or another, critical to project success.

Abstract: Reference to the project dimension of complexity is widespread within project management literature. However the concept of project complexity has received little detailed attention. This paper reviews the literature on project complexity relevant to project management, with emphasis towards the construction industry. The paper proposes that project complexity can be defined in terms of differentiation and interdependency and that it is managed by integration.

Abstract: From the Publisher: "Information Technology Project Management" is the first project management title with a focus solely on Information Technology projects. The book combines the best of both worlds: an academic text that treats project management from a research point of view, providing running cases and other strong pedagogical elements; and a practical text that provides hands-on projects at the end of each chapter using Microsoft Project, the tool of choice in this market. It also provides excellent preparation for the PMI (Project Management Institute) certification exam.

Abstract: Theories on project management are dominated by a perspective on singular projects, treating the unit of analysis as a lonely phenomenon. Anchored in a comparative case study, this paper discusses how the interior processes of a project are influenced by its historical and organizational context. The paper illustrates how the structures and procedures employed in a project have to be understood in relation to previous and simultaneous courses of activity, to future plans, and to standard operating procedures, traditions, and the norms of its surroundings. The findings suggest that future research on project management needs to extend its temporal scope, analyzing how project practices evolve through history over prior, present, and future projects, as well as its organizational scope, analyzing how project practices relate to long-term institutions as well as simultaneous activities in its environment.

Abstract: This article presents projects as powerful strategic weapons, initiated to create economic value and competitive advantage. It suggests that project managers are the new strategic leaders, who must take on total responsibility for project business results. Defining and assessing project success is therefore a strategic management concept, which should help align project efforts with the short- and long-term goals of the organization. While this concept seems simple and intuitive, there is very little agreement in previous studies as to what really constitutes project success. Traditionally, projects were perceived as successful when they met time, budget, and performance goals. However, many would agree that there is more to project success than meeting time and budget. The object of this study was to develop a multidimensional framework for assessing project success, showing how different dimensions mean different things to different stakeholders at different times and for different projects. Given the complexity of this question, a combination of qualitative and quantitative methods and two data sets were used. The analysis identified four major distinct success dimensions: (1) project efficiency, (2) impact on the customer, (3) direct business and organizational success, and (4) preparing for the future. The importance of the dimensions varies according to time and the level of technological uncertainty involved in the project. The article demonstrates how these dimensions should be addressed during the project’s definition, planning, and execution phases, and provides a set of guidelines for project managers and senior managers, as well as suggestions for further research.