Showing papers on "Project management triangle published in 2010"

Cost and time control of construction projects: inhibiting factors and mitigating measures in practice

Abstract: Despite the availability of various control techniques and project control software many construction projects still do not achieve their cost and time objectives. Research in this area so far has mainly been devoted to identifying causes of cost and time overruns. There is limited research geared towards studying factors inhibiting the ability of practitioners to effectively control their projects. To fill this gap, a survey was conducted on 250 construction project organizations in the UK, which was followed by face-to-face interviews with experienced practitioners from 15 of these organizations. The common factors that inhibit both time and cost control during construction projects were first identified. Subsequently 90 mitigating measures have been developed for the top five leading inhibiting factors—design changes, risks/uncertainties, inaccurate evaluation of project time/duration, complexities and non-performance of subcontractors were recommended. These mitigating measures were classified as: preventive, predictive, corrective and organizational measures. They can be used as a checklist of good practice and help project managers to improve the effectiveness of control of their projects.

Project-as-practice: In search of project management research that matters

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

Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty

Abstract: The discipline of project management (PM) adheres to the dominant model of the project life cycle or phased stage-gate approach to executing projects. This implies a clear definition of mission and system are given at the outset (to reduce uncertainty), and subsequent execution in phases with decision gates. It contrasts with approach applied in the seminal projects that are credited with establishing the foundation of the discipline in the 1940s and 50s. Those projects started out with missions that were beyond the currently possible; any solutions had to emerge over time. They succeeded by a combination of parallel trials (from which the best would then be selected) and trial-and-error iteration (allowing for the modification of solutions pursued over a period of time). Although the success of these approaches was well documented and explained by scientific study in the 1950s, today they seem to fly in the face of accepted professional standards, making managers uncomfortable when they are encountered. The explanation for this contradiction has its roots in the 1960s, when the so-called McNamara revolution at the Department of Defense (DoD) gave a control orientation to the PM discipline. This shift was cemented by the codes and practices of the DoD and NASA, contemporary scientific writing, and the foundation of the Project Management Institute, a professional organization that translated the standard into the educational norm for a generation of project managers. The project management discipline was thus relegated to an "order taker niche" – the engineering execution of moderately novel projects with a clear mission. As a result, it has been prevented from taking center stage in the crucial strategic change initiatives facing many organizations today. This article describes the historical events at the origin of PM's reorientation, and argues that the discipline should be broadened in order to create greater value for organizations whose portfolios include novel and uncertain projects.

Project Manager Leadership Role in Improving Project Performance

Abstract: :In spite of advances in the project management profession, research studies have shown that many projects fail, underlining the importance of the project manager's role as manager. Specifically, the manager's leadership role is of great importance in motivating people and creating an effective working environment in order for the project team to meet greater challenges in today's global economy. In this research study, using the literature review, important people-related factors of project performance are identified, then surveys and structured, personal interviews were used to develop a project manager leadership and management model, which helped to analyze underlying interactions among these factors and the role of leadership in project performance.

Critical Factors for Knowledge Management in Project Business

Abstract: Purpose – The purpose of this study is to identify and examine various factors that influence the success or failure of knowledge management (KM) initiatives in project-based companies. Design/methodology/approach – Following a literature review, the study proposes a conceptual model of six factors of potential importance to the success of KM initiatives. The model is then examined through an online survey of project managers and assistant managers from project-based businesses in Finland.Findings – The study finds that a lack of incentives and the absence of an appropriate information system are the most significant barriers to successful KM initiatives in projects.Research limitations/implications – The findings of the study may be restricted in terms of generalisability because of the limited empirical study.Practical implications – Project managers should formulate an attractive incentive package to encourage project members to participate in KM initiatives and to suggest ideas for new KM opportunities. Managers should also ensure that an effective user-friendly information system is in place before introducing KM initiatives.Originality/value – The study proposes a new model of critical success factors for KM initiatives in the context of project-based business.

Lost Roots: How Project Management Came to Emphasize Control Over Flexibility and Novelty

Abstract: The discipline of project management (PM) adheres to the dominant model of the project life cycle or phased stage-gate approach to executing projects This implies a clear definition of mission and system are given at the outset (to reduce uncertainty), and subsequent execution in phases with decision gates It contrasts with approach applied in the seminal projects that are credited with establishing the foundation of the discipline in the 1940s and 50s Those projects started out with missions that were beyond the currently possible; any solutions had to emerge over time They succeeded by a combination of parallel trials (from which the best would then be selected) and trial-and-error iteration (allowing for the modification of solutions pursued over a period of time) Although the success of these approaches was well documented and explained by scientific study in the 1950s, today they seem to fly in the face of accepted professional standards, making managers uncomfortable when they are encountered The explanation for this contradiction has its roots in the 1960s, when the so-called McNamara revolution at the Department of Defense (DoD) gave a control orientation to the PM discipline This shift was cemented by the codes and practices of the DoD and NASA, contemporary scientific writing, and the foundation of the Project Management Institute, a professional organization that translated the standard into the educational norm for a generation of project managers The project management discipline was thus relegated to an “order taker niche” – the engineering execution of moderately novel projects with a clear mission As a result, it has been prevented from taking center stage in the crucial strategic change initiatives facing many organizations today This article describes the historical events at the origin of PM's reorientation, and argues that the discipline should be broadened in order to create greater value for organizations whose portfolios include novel and uncertain projects

Project Relationship Management and the Stakeholder Circle

Abstract: Purpose – The aim of this paper is to summarise a successfully completed doctoral thesis. The main purpose of the paper is to provide a summary that indicates the scope of, and main issues raised by, the thesis so that readers that are undertaking research in this area may be aware of current cutting edge research that could be relevant to them. A second key aim of the paper is to place this in context with doctoral study and further research that could take place to extend knowledge in this area.Design/methodology/approach – Research reported in this paper was based upon action learning from a series of case studies where a project management tool for managing stakeholder relationships was tested and refined.Findings – The tool is useful in helping the project delivery team identify major influencing stakeholders and visualise their potential impact. This tool then helped the studied project delivery teams to develop stakeholder engagement strategies. While it was initially tested as a planning tool to b...

Project management: the managerial process

Abstract: Reading is a hobby to open the knowledge windows. Besides, it can provide the inspiration and spirit to face this life. By this way, concomitant with the technology development, many companies serve the e-book or book in soft file. The system of this book of course will be much easier. No worry to forget bringing the project management the managerial process book. You can open the device and get the book by on-line.

Project Organizations as Social Networks

Abstract: High-performance teams achieve outcomes that exceed the expectations of the project and often demonstrate unique or innovative approaches within a final solution. The foundation of this high performance is the ability to focus on the success of the team over individual objectives. However, the recognition of this emphasis is based on the establishment of professional trust and strong communications between the team members. The social network model of construction introduced a dual-focused approach to enhancing these elements and creating high-performance project teams. The approach emphasizes balancing both a traditional project management emphasis on efficiency of communications with a focus on the social factors that move the project team from efficient to effective. In this paper, the model is extended to present the results of four studies of organizations that are full-service engineering companies that also provide construction oversight services. The paper presents the results of these studies in terms of the social network model and the achievement of high performance in the project teams. Analytical and graphical results are presented based on social network analysis techniques to provide a multiperspective analysis of the project teams.

The importance of soft skills in complex projects

Abstract: Purpose – The purpose of this paper is to facilitate further understanding of project complexity by highlighting the factors contributing to project complexity as reported by the practitioners facing the “actuality” of projects.Design/methodology/approach – A qualitative research approach was undertaken by conducting semi‐structured interviews with the primary focus on the aerospace industry. Participants are involved in a variety of project settings, exhibiting different types and levels of complexity.Findings – Analysis of responses highlights “people” issues as the main factor contributing to project complexity and the importance of soft skills in managing complex projects.Research limitations/implications – The research is based on a limited number of respondents from the aerospace sector. This will be further refined and improved upon by compiling views of additional practitioners involved in multiple aerospace projects.Practical implications – The main research conclusions are that “hard” project ma...

25 years of stakeholder theory in project management literature (1984–2009)

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.

Information systems project manager soft competencies: A project-phase investigation

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...

Challenges and Solutions in Distributed Software Development Project Management: A Systematic Literature Review

Abstract: This paper presents a systematic literature review of the challenges, best practices, models, and tools in Distributed Software Development (DSD) Project Management. The objective is to collect and systematize reported knowledge in terms of what are the difficulties in managing DSD projects, what are the best practices to overcome these difficulties, and how existing models and tools support these practices. We found 54 works related to DSD project management, published between 1998 and 2009. Using the data systematically extracted from these works, we propose an evidence-based DSD project management improvement model. Our contention is that this model can support practitioners and researchers to better understand the landscape of DSD project challenges and devise more effective solutions to improve project management in a distributed setting.

Project management in the international development industry

Abstract: Purpose – The purpose of this paper is to analyze the empirical relationship between project management (PM) efforts (the extent to which national project coordinators (NPCs) – the project managers in the aid industry sector – make use of available PM tools), project success, and success criteria.Design/methodology/approach – Data were collected by way of questionnaires delivered by mail to 600 recipients in 26 different countries in Africa.Findings – The research results suggest that project success is insensitive to the level of project planning efforts but a significant correlation does exist between the use of monitoring and evaluation tools and project “profile,” a success criterion which is an early pointer of project long‐term impact.Research limitations/implications – This paper contributes to PM research by exploring the relationship between the use of PM tools and project success in the non‐traditional PM – although project oriented – aid industry sector. The paper highlights self‐perceptions of...

Factors Affecting Construction Cost in Mara Large Construction Project: Perspective of Project Management Consultant

Abstract: Project cost is one of the most important criteria of success of project and is of high concern to those who are involved in the construction industry. However, studies show that rarely projects are complete within stipulated budget. This study is focusing on identification of significant causes affecting construction cost in MARA large projects. This paper presents the results of a questionnaire survey conducted among the personnel of Project Management Consultant (PMC). Data was analyzed with statistical tools to determine the rank of factors affecting construction cost. It is concluded that cash flow and financial difficulties faced by contractors, contractor's poor site management and supervision, inadequate contractor experience, shortage of site workers, incorrect planning and scheduling by contractors are most severe factors while changes in scope of project and frequent design changes are least affecting factors on construction cost. Spearman correlation analysis showed that incorrect planning and scheduling by contractor has strong positive relationship with contractor’s poor site management and supervision, inadequate experience of contractors has strong positive relationship with incorrect planning and scheduling; and contractor’s poor site management and supervision, changes in scope of project has strong positive relationship with frequent design changes; and vice versa.

Managing project risk using combined analytic hierarchy process and risk map

Abstract: The main purpose of the study is to develop an integrated framework for managing project risks by analyzing risk across project, work package and activity levels, and developing responses. Design/methodology/approach: The study first reviews the literature of various contemporary risk management frameworks in order to identify gaps in project risk management knowledge. Then it develops a conceptual risk management framework using combined analytic hierarchy process (AHP) and risk map for managing project risks. The proposed framework has then been applied to a 1500km oil pipeline construction project in India in order to demonstrate its effectiveness. The concerned project stakeholders were involved through focus group discussions for applying the proposed risk management framework in the project under study. Findings: The combined AHP and risk map approach is very effective to manage project risks across project, work package and activity levels. The risk factors in project level are caused because of external forces such as business environment (e.g. customers, competitors, technological development, politics, socio-economic environment). The risk factors in work package and activity levels are operational in nature and created due to internal causes such as lack of material and labor productivity, implementation issues, team ineffectiveness, etc. Practical implications: The suggested model can be applied to any complex project and helps manage risk throughout the project life cycle. Originality/value: Both business and operational risks constitute project risks. In one hand, the conventional project risk management frameworks emphasize on managing business risks and often ignore operational risks. On the other hand, the studies that deal with operational risk often do not link them with business risks. However, they need to be addressed in an integrated way as there are a few risks that affect only the specific level. Hence, this study bridges the gaps.

Project portfolios in dynamic environments: Sources of uncertainty and sensing mechanisms

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...